May 082015

Executive transitions are demanding, even for seasoned C-level professionals. If you are coming from outside a company or industry, time is required to establish relationships and learn about the business. When you are promoted to a C-level role for the first time, you need time to learn the new aspects of the role and fill in any skill gaps. In the first few months, you will also be pulled into many internal meetings as you try to get a handle on your new role. Meanwhile, myriad staff members, vendors and consultants will be knocking on your door wanting to know you. And this, of course, is in addition to the barrage of emails that will beckon your attention.

It is no surprise we often find executives have to pull 60- to 80-hour work weeks during a transition. This is neither a sustainable nor a healthy model. Given that time is your irrecoverable resource, it is important to manage it with care, protect it for your most important priorities and establish a resource model to best serve you during and after your transition.

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Produced by Dr. Ajit Kambil, global research director for Deloitte LLP’s CFO program and the creator of Deloitte’s Executive Transition Labs, and originally published in Deloitte University Press.

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