A new report offers statistics and suggestions on successfully transitioning to the C-suite. For executives positioning themselves to make a corporate level move, this is news you can use.
I work with professionals and executives looking to make their best career transition. One way I help my clients stand out is by helping them understand what they need to rise to the top—and stay there. A new survey by McKinsey and Company offers some key insights into achieving a C-level position.
The McKinsey survey takes a broad look at the conditions that new C-level executives face. Similar stressors and challenges face new hires, regardless of whether they are hired from within, without, or move laterally.
Take the case of Brian Cornell. Hired from PepsiCo, Mr. Cornell took the reins at Target, the first outside CEO in the 112-year history of the company. Since being named to lead the firm, Mr. Cornell made it a point to “listen and learn,” leveraging his outsider status as a selling point for a struggling company seen as too insular.
Like many C-level professionals, Mr. Cornell is expected to create a brisk turnaround environment while negotiating his own transition into the company. So far, Mr. Cornell, through pulling the company out of Canada and refocusing on essentials, is well on his way to success on both counts.
The McKinsey survey explores the geography of transition to a C-suite position. Unlike other jobs that pivot on skill and qualifications, C-level hires must transform into a different organizational asset. Understanding the territory of a C-suite transition can make the difference between a faltering first step, and a strong first year.
Whether you are a new C-level hire, or on your way there, map these areas first:
A successful transition is the first project of any corporate executive. Your performance throughout that transition depends largely on how well you prepare for it. Always study the terrain before starting the trip.
The first three months on the job offer insight into the effectiveness of any hire. But the transitional phase of a C-level hire can stretch past the first year. Consider these points:
While most companies look for accountability at the outset of a routine hire, C-suite hires typically have time to put their 100-day plan into place. Keep in mind, however, that those like Mr. Cornell – i.e., hired to reverse an economic downturn – immediate action is expected.
As I discussed in an earlier blog, there are well-known strategies for positioning yourself for the C-suite. Professionals in generalist and high-visibility positions are more likely to get the nod when an overarching organizational grasp is needed.
When you arrive at the C-suite, or an opportunity to advance appears, keep these concepts in mind as you make your way through the transition:
From the day you decide to initiate a corporate search, thoughtful attention and careful homework are needed. Use purposeful action and organizational knowledge to effectively traverse the landscape from interview to C-suite executive.
Know them and increase your exposure to them.
Written by Lisa Rangel, Executive Resume Writer