Idea in Brief
The appointment of a new leader is a defining moment for an organization, sending a powerful message about where it intends to go. But unless attention is given to how the new leader is introduced into the organization, that message may be lost and the new leader hobbled even before day one.
A well-crafted appointment process must devise and communicate clear answers to four fundamental questions:
1. What message is this appointment meant to convey?
2. Why is this person the right one for the job?
3. Which members of the organization need to be informed?
4. What should they be told and when?
Some years ago Kees van der Graaf, one of the authors of this article, was promoted to lead Unilever’s food division, succeeding the man who’d just been appointed CEO. He was thrilled that his achievements merited rising two levels in Unilever’s hierarchy to head its largest unit. News of his appointment was made public immediately, in accordance with British and American exchange regulations. That morning a meeting was scheduled to introduce Van der Graaf to his new management team. Just before it started, he got a call informing him that the incoming CEO was tied up in press interviews and would not be there to introduce him.
