Playing safe can hurt bad. Here are some common people decisions leaders transitioning into new roles face, where the safe option is riskier in the long term...
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In my work with executives transitioning to new roles, one of the frequent topics that come up is looking at the team they are inheriting and deciding what to do with it.
In this context, I often point them to something I read that really stuck with me. It's from a book called The CEO Next Door by Elena Botelho & Kimberly Powell. While it is based on their study of CEO effectiveness, there are useful lessons for leaders at all levels:
Six Safe People Bets That Put You In Peril
Here are some common people decisions leaders transitioning into new roles face, where playing safe can hurt bad in the long term...
- Sticking with the team you inherit or only bringing in people you are comfortable with
- Picking credentials over Performance
- Following the board's/outgoing CEO's recommendations about people without thinking/questioning
- Letting loyalty to those who helped you on the way up overshadow capability or merit
- Hiring your clones - people who think/behave like you
- Avoiding hiring brilliant people because they might overshadow you
What are some other examples of "playing safe" with people decisions that might trip up leaders moving into new roles?
Playing safe can hurt bad - six people decisions leaders in new roles are faced with, where safe can be riskier in the long term. #CEONextDoor by @elbotelho and @kimrosypowell
