Here’s what our new CEO achieved in the first seven days.
Why would I share this information?
Our company’s recent appointment of a CEO has resulted in some eyebrows raised.
Fair enough.
Hopefully by sharing a little about our experience along the way will spark discussion, perhaps debate, and ultimately challenge us with performance improvements.
I’m also transparent about sharing our journey while providing a little insight into what’s under the hood.
In fact, for us to challenge and achieve betterment, I encourage it.
Especially, given one of our strategic priorities is to ‘change the industry’.
If we want to change the industry, be known as a household name, having a kick ass strategy is not enough.
I don’t have the capabilities to scale and accelerate our growth as quickly as planned without top shelf expertise.
Furthermore, our new CEO has the attributes required that I do not - even as the business owner.
Explicitly, he will do a better job than me in this specific position.
No secret.
As we progress the next phase of strategic growth which includes launching our franchise model, acquiring expertise that can champion optimisation of operational segments to maximise profit for our company and new franchisees is paramount.
Below is a very brief summary of actions freakishly achieved in the first seven days from our new appointment;
1) Developed and initiated a strategy for the companies top three short term priorities. This includes actions to improve bottom line performance, while removing any bottlenecks over the next 4-8 weeks – tick
2) Assessed what’s under our hood by working frontline and developing relationships with the people (stakeholders, members, and staff), including understanding our business areas – tick
3) Expanded the power of those in the leadership group which included developing a mentorship program for our company leaders – tick
4) Contributed to finalising our 2030 executive strategy including next steps in scaling the business – tick
If you ask me, it’s a damn good crack.
How often do you see and hear of CEO’s spending months trying to navigate through unfamiliar territories and simply learning the way.
Furthermore, within these four points are several micro actions or achievements which include; full review of our 2024 marketing and communications calendar, optimising our lead generation and sales process, initiating a High Intensity Team (HIT) focusing on one under budget site, and commencing a workforce strategy review to support attracting the best talent. And, much more.
Bravo.
He has challenged our way of thinking, with urgency, while remaining human.
Becoming a CEO and excelling in the role requires a combination of multiple high performing innate qualities, acquired competencies, and effective decision-making processes.
Again, qualities I do not possess.
The first 90 days are critical for a new CEO. No pressure.
Disclaimer. I would also reconsider publishing this if I had any doubts about performance. I have none whatsoever.
When a new CEO or executive commences, information provided is generally filtered up.
Sometimes this filter of information is with good intentions, sometimes with not such good intentions.
A quality leader will sift through the rubbish to raise the stink, while opening the window.
We have probably all heard the saying ‘change slowly because your direction is more important than speed.’
Well, our seven years post inception while bootstrapping has been ambitious.
Yet remarkably we have achieved through slowly stepping up every rung on the ladder (with arthritis).
Only now are we ready for speed.
This week’s win was communicating our initial top three priorities to optimise a high growth opportunity, while demonstrating practicality in a decision support checklist of those priorities.
There is a feeling in the air, something great is coming. We have built a foundation and are now ready to level up.
Report card – 10/10.
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