Power, Influence, and CEO succession
By: Ciampa, Dan and Bryant, Adam
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Material type: 
BookPublisher: Harvard Business Review Description: 102(4), Jul-Aug, 2024: p.44-51.
In:
Harvard Business ReviewSummary: When a CEO transition fails, it’s often because the incoming leader isn’t skilled at managing the power dynamics. They’re complex because the key players—the board, the outgoing CEO, and the new one—have different agendas. Designated successors need to understand those dynamics and how best to influence key stakeholders. The authors present four approaches: assertive persuasion, incentives and disincentives, common vision, and openness and involvement. To convince others that they’re ready to take charge, successors must learn how and when to apply them, consider the culture, secure the right allies, and act humbly. Once they take the helm, two other tasks become paramount: winning board support and clarifying and conveying a vision.- Reproduced
https://hbr.org/2024/07/power-influence-and-ceo-succession
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 102(4), Jul-Aug, 2024: p.44-51 | Available | AR132682 |
When a CEO transition fails, it’s often because the incoming leader isn’t skilled at managing the power dynamics. They’re complex because the key players—the board, the outgoing CEO, and the new one—have different agendas. Designated successors need to understand those dynamics and how best to influence key stakeholders. The authors present four approaches: assertive persuasion, incentives and disincentives, common vision, and openness and involvement. To convince others that they’re ready to take charge, successors must learn how and when to apply them, consider the culture, secure the right allies, and act humbly. Once they take the helm, two other tasks become paramount: winning board support and clarifying and conveying a vision.- Reproduced
https://hbr.org/2024/07/power-influence-and-ceo-succession
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