When Ibrahima Souare took over the reins as executive director of Recent York Skilled Advisors for Community Entrepreneurs two years ago, he had access to his predecessor, Ken Inadomi, the recently retired and beloved executive director.
“While he was officially retired by the point I joined, because he continued to make himself available for workers and board needs, he and I were capable of connect through the first three months of taking the helm of the organization,” said Souare.
Souare used the primary five months as an observational period to create strong relationships along with his eight direct reports by asking open-ended questions corresponding to, what are your biggest challenges? And, how can leadership higher support your work?
“I focused on understanding the organization’s dynamics, meeting with team members, familiarizing myself with the continuing projects and initiatives, connecting with the stakeholders we served and intentionally meeting with each board member,” said Souare.
Despite the listening tour, there have been some hiccups. Some team members were proof against change and in hindsight, Souare said he would have implemented more structured change management practices with more training, support and team-building activities earlier on.
Souare isn’t the one skilled who stepped as much as the plate replacing a well-respected predecessor. The brand new “Wheel of Fortune” host Ryan Seacrest recently replaced the retired Pat Sajak after his 41-season run. During Seacrest’s premiere episode last Monday, he greeted co-host Vanna White, contestants and viewers.
“I’m truly humbled to be moving into the footsteps of the legendary Pat Sajak,” Seacrest is quoted as saying. “I can say, together with the remainder of America, that it’s been a privilege and pure joy to look at Pat and Vanna on our television screens for an unprecedented 40 years, making us smile every night and feel right at home with them.”
In February, Seacrest told Good Morning America: “I’ve studied the rule book, I’ve watched them do the show and I just can’t wait to start out.”
“Hosting ‘Wheel of Fortune’ is a dream job,” he said. “I’ve been a fan of this show since I used to be a child watching it in Atlanta with my family and I know the way special it’s that ‘Wheel’ has been in your living rooms for the past 40 years. And I’m just so grateful to be invited in. I also know I’ve got some very big shoes to fill.”
Seacrest did a whole lot of preparation and told Ginger Zee on GMA he watched “infinite episodes of Pat and Vanna. We’ve played mock ‘Wheel of Fortune’ games in lots of cities across America depending on where I’m. On conference tables, in meeting rooms, we’ve had makeshift wheels and makeshift contestants for months simply to get the sport play down and the pacing down and hopefully all of it pays off.”
This isn’t Seacrest’s first rodeo — he also had a tough act to follow when he began hosting “Dick Clark’s Recent Yr’s Rockin’ Eve with Ryan Seacrest” and recently told Zee the identical lessons learned there apply here.
“Don’t make any changes, don’t touch it. This show works. All I would like to do is keep it moving,” he said. “All we’d like to do is have a good time every night and I feel if that’s what happens, this show continues for a very long time,” said Seacrest.
He’s not incorrect — preparation is essential to quickly ramping up and making your mark on a longtime, visible role. In keeping with a 2024 study from financial services firm Edward Jones, a business succession boom is en route and 69% of business owners who’ve created a succession plan have designated a successor and are actively training and preparing them.
Even with planning in place, challenges are par for the course. Just ask Ramesh Srinivasan, co-dean of the CEO leadership program the Bower Forum, senior partner at global strategy and management consulting firm McKinsey and co-author of “The Journey of Leadership: How CEOs Learn to Lead from the Inside Out” (Portfolio).
“Taking the helm from someone who has left big shoes to fill isn’t any small feat,” he said. “It may be a troublesome act to follow … For brand spanking new leaders, it’s about striking the proper balance — knowing what you bring to the table while listening intently to stakeholders and staying open to the chorus of recent ideas. Mastering these polarities is the important thing to sailing easily into your recent role and charting a course for continued success.”
Andy Challenger, senior vice chairman at outplacement and executive coaching firm Challenger, Gray & Christmas, agreed.
“The No. 1 rule for brand spanking new leaders is overcommunicate,” he said. “Persons are afraid of change. In the event that they’re offended, the emotion below that’s all the time fear and that’s something you could address with good communication and good plans.”
Maren Perry, founder and CEO of leadership development firm Arden Coaching, advised against rocking the boat on Day 1.
“Don’t shake things up instantly,” he said. “Don’t announce your five-year plan to upend your entire department. Start small, and don’t go after anything sacred to start out. Add quite than subtract. Something like, ‘We’re going so as to add this brainstorming session quite than take away the favourite glad hour.’”
While it’s helpful to have a transition period, in some unspecified time in the future, that has to finish so you possibly can put your stamp on things.
“If I’m coming into the brand new role, I don’t wish to be of their shadow, I don’t wish to be the substitute for the one who’s leaving,” said Perry. “I need to be the brand new leader of the team.”
Earlier this yr, Nicole Joseph, 50, chief operating officer and finance director at CM Law, took over for the firm’s co-founder and chief financial officer, James Meadows, with an on-ramp of 90 days to shadow him and gain his insight to financial strategy, policies, procedures and observations. Then she had 90 days in charge prior to Meadows’ departure. The brand new COO leveraged that point to soar in her recent role.
“As a founder, Jim understood historical nuances that may only be obtained once within the role,” said Joseph. “I’ve been capable of pivot by leveraging my very own expertise, creating bespoke solutions. I discovered the staff to be welcoming and appreciative.”
Overall, it’s vital for everybody to see change as an excellent thing.
“Different doesn’t necessarily mean worse — it could possibly be higher. Chocolate and strawberry ice cream, each totally different, each incredible. And are available in with that attitude. It’s a recent start for everyone. That was an excellent era, it is a recent era. How can I make this era wonderful? In the event that they [staff] see it as a chance, they’re already in a greater mindset. Patience and charm for everybody. No person likes change, everyone’s in a troublesome situation. We’re all going to get through it together.”
When Ibrahima Souare took over the reins as executive director of Recent York Skilled Advisors for Community Entrepreneurs two years ago, he had access to his predecessor, Ken Inadomi, the recently retired and beloved executive director.
“While he was officially retired by the point I joined, because he continued to make himself available for workers and board needs, he and I were capable of connect through the first three months of taking the helm of the organization,” said Souare.
Souare used the primary five months as an observational period to create strong relationships along with his eight direct reports by asking open-ended questions corresponding to, what are your biggest challenges? And, how can leadership higher support your work?
“I focused on understanding the organization’s dynamics, meeting with team members, familiarizing myself with the continuing projects and initiatives, connecting with the stakeholders we served and intentionally meeting with each board member,” said Souare.
Despite the listening tour, there have been some hiccups. Some team members were proof against change and in hindsight, Souare said he would have implemented more structured change management practices with more training, support and team-building activities earlier on.
Souare isn’t the one skilled who stepped as much as the plate replacing a well-respected predecessor. The brand new “Wheel of Fortune” host Ryan Seacrest recently replaced the retired Pat Sajak after his 41-season run. During Seacrest’s premiere episode last Monday, he greeted co-host Vanna White, contestants and viewers.
“I’m truly humbled to be moving into the footsteps of the legendary Pat Sajak,” Seacrest is quoted as saying. “I can say, together with the remainder of America, that it’s been a privilege and pure joy to look at Pat and Vanna on our television screens for an unprecedented 40 years, making us smile every night and feel right at home with them.”
In February, Seacrest told Good Morning America: “I’ve studied the rule book, I’ve watched them do the show and I just can’t wait to start out.”
“Hosting ‘Wheel of Fortune’ is a dream job,” he said. “I’ve been a fan of this show since I used to be a child watching it in Atlanta with my family and I know the way special it’s that ‘Wheel’ has been in your living rooms for the past 40 years. And I’m just so grateful to be invited in. I also know I’ve got some very big shoes to fill.”
Seacrest did a whole lot of preparation and told Ginger Zee on GMA he watched “infinite episodes of Pat and Vanna. We’ve played mock ‘Wheel of Fortune’ games in lots of cities across America depending on where I’m. On conference tables, in meeting rooms, we’ve had makeshift wheels and makeshift contestants for months simply to get the sport play down and the pacing down and hopefully all of it pays off.”
This isn’t Seacrest’s first rodeo — he also had a tough act to follow when he began hosting “Dick Clark’s Recent Yr’s Rockin’ Eve with Ryan Seacrest” and recently told Zee the identical lessons learned there apply here.
“Don’t make any changes, don’t touch it. This show works. All I would like to do is keep it moving,” he said. “All we’d like to do is have a good time every night and I feel if that’s what happens, this show continues for a very long time,” said Seacrest.
He’s not incorrect — preparation is essential to quickly ramping up and making your mark on a longtime, visible role. In keeping with a 2024 study from financial services firm Edward Jones, a business succession boom is en route and 69% of business owners who’ve created a succession plan have designated a successor and are actively training and preparing them.
Even with planning in place, challenges are par for the course. Just ask Ramesh Srinivasan, co-dean of the CEO leadership program the Bower Forum, senior partner at global strategy and management consulting firm McKinsey and co-author of “The Journey of Leadership: How CEOs Learn to Lead from the Inside Out” (Portfolio).
“Taking the helm from someone who has left big shoes to fill isn’t any small feat,” he said. “It may be a troublesome act to follow … For brand spanking new leaders, it’s about striking the proper balance — knowing what you bring to the table while listening intently to stakeholders and staying open to the chorus of recent ideas. Mastering these polarities is the important thing to sailing easily into your recent role and charting a course for continued success.”
Andy Challenger, senior vice chairman at outplacement and executive coaching firm Challenger, Gray & Christmas, agreed.
“The No. 1 rule for brand spanking new leaders is overcommunicate,” he said. “Persons are afraid of change. In the event that they’re offended, the emotion below that’s all the time fear and that’s something you could address with good communication and good plans.”
Maren Perry, founder and CEO of leadership development firm Arden Coaching, advised against rocking the boat on Day 1.
“Don’t shake things up instantly,” he said. “Don’t announce your five-year plan to upend your entire department. Start small, and don’t go after anything sacred to start out. Add quite than subtract. Something like, ‘We’re going so as to add this brainstorming session quite than take away the favourite glad hour.’”
While it’s helpful to have a transition period, in some unspecified time in the future, that has to finish so you possibly can put your stamp on things.
“If I’m coming into the brand new role, I don’t wish to be of their shadow, I don’t wish to be the substitute for the one who’s leaving,” said Perry. “I need to be the brand new leader of the team.”
Earlier this yr, Nicole Joseph, 50, chief operating officer and finance director at CM Law, took over for the firm’s co-founder and chief financial officer, James Meadows, with an on-ramp of 90 days to shadow him and gain his insight to financial strategy, policies, procedures and observations. Then she had 90 days in charge prior to Meadows’ departure. The brand new COO leveraged that point to soar in her recent role.
“As a founder, Jim understood historical nuances that may only be obtained once within the role,” said Joseph. “I’ve been capable of pivot by leveraging my very own expertise, creating bespoke solutions. I discovered the staff to be welcoming and appreciative.”
Overall, it’s vital for everybody to see change as an excellent thing.
“Different doesn’t necessarily mean worse — it could possibly be higher. Chocolate and strawberry ice cream, each totally different, each incredible. And are available in with that attitude. It’s a recent start for everyone. That was an excellent era, it is a recent era. How can I make this era wonderful? In the event that they [staff] see it as a chance, they’re already in a greater mindset. Patience and charm for everybody. No person likes change, everyone’s in a troublesome situation. We’re all going to get through it together.”
