Connecting Great Ideas and Great People www.asaecenter.org Content Leaders: Kevin R. Keller, CAE, CEO, Certified Financial Planners Board of Standards, Inc. Michael Fraser, CEO, Association of Maternal and Child Health Programs Confessions of a New CEO: Lessons Learned in My First Year Sun. Aug. 16, 1:30-2:45

Tip 1: Manage Your Career Acknowledge most CEO positions are filled by recruiters Become known to the recruiting community by using recruiters to fill open positions in your org. Seek opportunities to make strategic contributions as a senior staffer Communicate with your boss about your career goals

Acknowledge most CEO positions are filled by recruiters

Become known to the recruiting community by using recruiters to fill open positions in your org.

Seek opportunities to make strategic contributions as a senior staffer

Communicate with your boss about your career goals

Tip 2: Prepare for Your First Day Assemble outside resources/team of support, both personal and professional Corp. comm. counsel, human resources experts, recruiters, personal trainer, coach Learn as much as possible about the org. to hit ground running Ask your family for permission to check out for the first few months Become physically fit Prepare a list of listening questions to ask mgt. team

Assemble outside resources/team of support, both personal and professional

Corp. comm. counsel, human resources experts, recruiters, personal trainer, coach

Learn as much as possible about the org. to hit ground running

Ask your family for permission to check out for the first few months

Become physically fit

Prepare a list of listening questions to ask mgt. team

Tip 3: Set Priorities and Manage Expectations Draft goals for first 100 days and prepare elevator speech about who you are Give broad examples of first year priorities; set performance review to these priorities Accept your temporary state of incompetence Resist temptation to prove how bright you are; do NOTHING when you first arrive Ask many questions but provide no answers Speak only with respect about your predecessor Recognize the importance of self awareness Engage corp. comm. counsel/distribute key message points to Board and staff

Draft goals for first 100 days and prepare elevator speech about who you are

Give broad examples of first year priorities; set performance review to these priorities

Accept your temporary state of incompetence

Resist temptation to prove how bright you are; do NOTHING when you first arrive

Ask many questions but provide no answers

Speak only with respect about your predecessor

Recognize the importance of self awareness

Engage corp. comm. counsel/distribute key message points to Board and staff

Tip 4: Develop a First Year and Long-term Strategy Meet with or call all key stakeholders for information, develop rapport Have a strategic plan/map that is Board approved Establish trust and an effective working relationship with the Board Create a three-year plan with Board input and approval Align operational plans with strategic plan (restructuring may be necessary)

Meet with or call all key stakeholders for information, develop rapport

Have a strategic plan/map that is Board approved

Establish trust and an effective working relationship with the Board

Create a three-year plan with Board input and approval

Align operational plans with strategic plan (restructuring may be necessary)

Tip 5: Work with the Board Ask the right questions to better comprehend Board strategy Understand Board politics: discover power structures, relationships Visit Board members: Listen, Listen, Listen Engage in routine conversations with Board members, pledging no surprises

Ask the right questions to better comprehend Board strategy

Understand Board politics: discover power structures, relationships

Visit Board members: Listen, Listen, Listen

Engage in routine conversations with Board members, pledging no surprises

Tip 6: Lead vs. Manage Overcome the Challenges Leadership is defining expectations Leading leaders is a sought-after skill Management is executing the expectations Friend vs. Mentor Build a diverse team, determine appropriate roles, build trust then let go Get a coach (from outside org. for feedback you need to hear)

Leadership is defining expectations

Leading leaders is a sought-after skill

Management is executing the expectations

Friend vs. Mentor

Build a diverse team, determine appropriate roles, build trust then let go

Get a coach (from outside org. for feedback you need to hear)

Tip 7: Communicate and Build Consensus Establish clear communications and build consensus to shape an organizational culture that can achieve its goals Over-communicate omni-directionally with routine CEO share sessions Use the tools: columns in newsletters, monthly Board updates, staff meetings, intranet, blogs, etc.

Establish clear communications and build consensus to shape an organizational culture that can achieve its goals

Over-communicate omni-directionally with routine CEO share sessions

Use the tools: columns in newsletters, monthly Board updates, staff meetings, intranet, blogs, etc.

Tip 8: Get the Right People on the Bus Don’t hesitate to terminate or transition staff promptly Develop trust; foster allegiance to the organization; clear up rumors Prepare for criticism of bringing in “own” people Develop critical thinking questions for every staff person

Don’t hesitate to terminate or transition staff promptly

Develop trust; foster allegiance to the organization; clear up rumors

Prepare for criticism of bringing in “own” people

Develop critical thinking questions for every staff person

Tip 9: Define, Articulate and Model New Culture, Core Values Core Values Exercise You have been CEO for 6 weeks at XYZ Corp. Each group compile and articulate five core values to define the org. culture going forward that will make it a place where people want to work CFP Board Case Study With the help of an outside consultant In 1.5 days helps staff define desired behaviors

Core Values Exercise

You have been CEO for 6 weeks at XYZ Corp.

Each group compile and articulate five core values to define the org. culture going forward that will make it a place where people want to work

CFP Board Case Study

With the help of an outside consultant

In 1.5 days helps staff define desired behaviors

Tip 10: Manage Your Time Leading is a marathon, not a sprint Burnout can happen You want to prove you can succeed Need to balance demands of CEO May have less “doing” time and more “showing” time

Leading is a marathon, not a sprint

Burnout can happen

You want to prove you can succeed

Need to balance demands of CEO

May have less “doing” time and more “showing” time

Resource List The First 90 Days What Got You Here Won’t Get You There Good to Great Lencioni’s books

The First 90 Days

What Got You Here Won’t Get You There

Good to Great

Lencioni’s books

Contact Information Kevin R. Keller, CAE CEO Certified Financial Planners Board of Standards, Inc. [email_address] 202-379-2201 Michael Fraser CEO Association of Maternal and Child Health Programs [email_address] 202-266-3038 SEE YOU NEXT YEAR! Annual Meeting & Expo August 21 - 24, 2010 Los Angeles, CA

Kevin R. Keller, CAE

CEO

Certified Financial Planners Board of Standards, Inc.

[email_address]

202-379-2201

Michael Fraser

CEO

Association of Maternal and Child Health Programs

[email_address]

202-266-3038