| Be Your Own Person Don’t try to be someone you’re not. As Jeff Immelt said shortly after becoming General Electric CEO: “I’d never try to ‘out-Jack’ Jack.” Also, introduce (or reintroduce) yourself to the company and let them know who you are and what you want to accomplish. |
| It’s Not About You It’s about the company and the people who work there, the customers you serve, and the investors who are looking for an attractive return. Give credit to others for successes and use “we,” not “I”—except when shouldering blame. |
| Establish Three Powerful Themes Make them straightforward and use them consistently and relentlessly. The three themes (two seem incomplete, and people won’t remember four) need to be sufficiently specific to be meaningful, yet general enough to serve as organizing principles. |
| Never Speak Ill of Your Predecessor This is especially true with a powerful leader. Some colleagues will be nostalgic for the ex-CEO. Preserving a sense of continuity and demonstrating genuine respect for the prior regime will establish you as a classy and seasoned leader. |
How to Follow A Powerful Chief Executive
By Ronald Grover
It’s never easy, but James M. Citrin, a senior director at executive search firm Spencer Stuart and co-author of You’re in Charge—Now What?, offers four guidelines: