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Why That Big Promotion Can Be a Curse

By Steve Tobak

July 26th, 2010 @ 11:41 am

4 Comments

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uzzCategories:BoardManagement, CEO, CEO Succession, Entrepreneurialism, Executive Focus...

Tags:Jerry Yang, BP Plc, CEO, Crisis Management, Sales Force Management...

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Yahoo to CEO. Unfortunately, Yang was a novice whod never run a company, let alone turned

one around - an extraordinarily challenge for even the most seasoned and talented chief

executive.

Yang promptly fell flat on his face, botching a sweetheart $33 a share bailout from Microsoft that

would have netted Yahoo investors more than $20 billion. Instead, Yang reorganized again and

again, a huge morale and productivity killer that resulted in one of the most crippling talent

drains in corporate history. More than 100 executives jumped ship.

Now, dont get me wrong; Im not saying you should feel sorry for CEOs. Theyre adults who are

capable of living with their own decisions and actions. Thats how it is and how it should be.

What I am saying is that it can happen to you. It can be a C-Level job or even a promotion to VP

or GM. So, when you get that big promotion, heres some advice I learned from experience that

can save you a lot of pain and anguish:

Dont take yourself too seriously. Self-importance isnt real. On the contrary, its completely

subjective, by definition. Never forget that youre just a man or woman, no more, no less. You

bleed and cry, just like everyone else. And what goes up, all too often, comes down in a hurry.

The higher the pedestal you set yourself up on, the bigger the fall.

Look, running a company is heady stuff, but its also risky business. Most fail. A few dont. Either

way, there can be huge ups anddown, and everythings magnified if you choose to look at it that

way. But thats entirely up to you. If you ask me, andIm sure Tony and Jerry would agree,

youll be better off if you just keep your feet planted firmly on the ground.

Image of CEO Tony Hayward Courtesy BP

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y1

Mcoker

07/27/10 | Report as spam

RE: Why That Big Promotion Can Be a Curse

Well said Steve, the vilification of Tony Hayward and the

band wagon criticism by the so called media management and

consulting gurus as well as other talking heads on the US

networks is symptomatic of our collective detachment from

dealing with real issues and unseemly focus on image. The

accident happened, yes, BP mobilized to address it, yes, the

leak has been stopped, (even if temporarily) yes, the worst

possible effects of the spillage have been somehow avoided

yes, but that is not enough so Tony has to go.

y2

neillicht

07/27/10 | Report as spam

RE: Why That Big Promotion Can Be a Curse

As you jump into your new role,I

ts very probable that you may not have either the ex

periencenor the acquired wisdom, or the demeanor to visibly anddirectly manage or lead in the specific

areas that you were promoted to accomplish.

THats not a "crime", but not knowing that and how to reach out to those who do is where many

fail in their new super job.

Success may come only if you realize that anddo that openly and value the process as a two

way street.

This means that:

---the first thing that you do in your new position is honestly assess your own experience withthe particular challanges at hand

---decide if you are the right person to deal with each part of the business and or challanges that

you identify or have been specifically charged with managing.

This is espescially true when you inadvertantly become be the public spokesperson and you are

not at all good at being in the public spotlight.

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So, follow this roadmap as a new and ongoing (CEO, Chief....etc)

1, First, start off immediately by being honest with yourself anddo a self assessment re what

you really can and can not totally understand, manage, do, grapple with

2. Do the same with every dept under your responsibility re your own abilities to understand how

each works at a management, operational, decision making, action-result level

--- Thoroughly understand the roles of these depts and where you do anddo not have expertise

of your own in their dept

3. Next, ID the folks in your company that can deal with the areas in item 2 and are indeed

"expert" or as a situation arises, can, by experience and training, deal with a particular situation

as it arises anddo so extremely well. That becomes your "go to" team alreadt ID's and ready to

tap when needed.

4. Make these people your "cabinet" of sorts and let yourself consult with this Cabinet. Doing so

is not a sign of weakness, its a sign of strength because you recognize that their expertise may

be better than your own. Learn to trust their input and ask that it be given in "Layperson" terms.

5.Put one of these identified "right" people in charge who can deal with situations as they arise

and tell the world that they are the point person, then direct questions or comments to them.

6. State " AS the new (position), I'm not a know it all but Ido have an amazing group of people

who do have specialties and specific expertise in my company-My job is to understand that and

coordinate their collective expertise so we all succed and thats exactly what I intend to do as

(position)."

7. Spead that message everywhere on purpose and then be visible in actually doing and

practicing what you "preached".

8. Openly Credit the person or group that solved an issue publicly for doing so in PR, to

stockholders, in public interviews and right on up to the board and stockholders being aware of

this. Thats looked at as being a good manager - using the best resources to solve and manage

issues so do not be afraid of sharing the spotlight.

You are then a great leader, manager, allowed mistakes, respected and most important can

succeed because as (position), you lead and managed your entire team towards success by

letting them use their expertise and be valued for having it to use. Incidentally, it also keeps

great employees on board instead of jumping ship when you need them the most!

Doing all of this is NOT WAEKNESS, ITS STRENGTH as a chief (CEO, etc) because it allows for

1. using the best resources to tackle issues that others, not necessarily you are best equipped to

tackle

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2. you are seen as the person who is truly "piloting" the company so it remains on course,

grows, sees the changes it needs happen and thrives as a result.

Neil Licht, ndlicht, callhereweare, - tactical and strategic messaging and retooling to capture

prospects and customers in our changed world http://ucanpreventbadhires.blogspot.com/