FOREIGNER IN CHARGE by PADRAIG O’SULLIVAN

Author:PADRAIG O’SULLIVAN
Language: eng
Format: epub
Publisher: Exisle
Published: 2016-07-15T00:00:00+00:00

The implication for leaders is that they find themselves in complex environments more often than not, with confusion as to how to make the best decisions.

The implication of all this change is that the best-l aid plans may not be executed or even realised a year or two after being set. Planning and managing are important. However, the observation of the output and impacts and tailoring towards those is even more important. Go online at www.osullivanfield.com for a copy of a checklist and downloadable action-planning sheet to overcome the transition hurdles.

When Adam arrived to take up a senior role in one of Singapore’s software organisations he was quite clear about the nature of the turnaround needed. He had been given a crystal clear mandate from the CEO who hired him. However, six months later Adam openly admitted the degree of change needed was far greater than anyone expected and the plans developed four months earlier were not the plans now needed to execute the change. Having had no issue with admitting mistakes or understanding that change happens rapidly, particularly in his industry, Adam reoriented his team to a different mandate and adapted very quickly. The learning at an organisational level was that change was the new ‘business as usual’ and therefore constant monitoring, evaluation and adaptation were the key skills needed to lead towards turnaround.

In a public forum to the organisation Adam outlined the original plans and why they no longer made sense. In an attempt to explain the rapid nature of change he asked the audience to remember who they were as people five years ago, then one year ago and then last month. In doing so he explained that in hindsight change happens continually and that as human beings we rarely stay still for very long. In fact we look back on our lives and wonder how we used to be that person that we know we used to be!

While some people in the organisation were confused and uncomfortable with the regularity and unpredictability of the change, most employees accepted that this was the best approach. Adam’s approach of using the personal change metaphor went down really well and became a water-cooler conversation topic for weeks. Many people were heard discussing who they used to be and how glad they were to no longer be that person.

The first day

Your first day and first few days in the new role are very exciting. They are also very important in that the organisation is watching their new leader. The concept of the ‘shadow of the leader’ is an important one for every expatriate leader to understand and appreciate. The shadow of a leader is the wake, influence or impact they leave behind them. Imagine you are in a meeting and you walk out of the room — what is said about you after you’ve left is the shadow you have cast across that meeting. The more senior a leader is, the larger the shadow they cast.

The shadow might not be visible to you as it might lie behind you.

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