Ty Wiggins

So periodic check-ins are critical.

One piece of advice I give to clients regularly at the end of their first 12 months is to recontract or reset with the board.

Over those 12 months, expectations and communications can vary and you can get a slight misalignment in where the board thinks you've landed and where you've actually landed.

So it's important to recontract and to explain to them or remind them rather

where you spent your effort, your time, your resources, what you focused on, what you've achieved.

And this sets you up for success as you move into the second year.

And you're again asking for their support to make the changes that you need to make to make the organization successful.

They avoid or neglect the board early on.

There's a lot for them to do when they start.

And typically the noise coming up from the organization is far louder than down from the board.

So some CEOs will miss the opportunity to engage them effectively and early.

And the board is a big time commitment for CEOs, which many don't realize going in.

We found that new CEOs spend around 25% of their time in their first year on board or board related activities.

So going in, many don't expect to lose a day and a half, essentially a week to the board.

And so you need to allocate and plan for that time.

But you need to remember that this time spent early brings enormous benefit for you and the board longer term.

The reflection that I hear the most from CEOs I work with is that you cannot move quickly enough on your top team. It In our recent research, 68% of CEOs said that this was their top transition regret, that they didn't move faster on making changes and building their top team. Often, CEOs know what changes they should make, but they wait to give the people in the organization more time.

The reflection that I hear the most from CEOs I work with is that you cannot move quickly enough on your top team. It In our recent research, 68% of CEOs said that this was their top transition regret, that they didn't move faster on making changes and building their top team. Often, CEOs know what changes they should make, but they wait to give the people in the organization more time.

The reflection that I hear the most from CEOs I work with is that you cannot move quickly enough on your top team. It In our recent research, 68% of CEOs said that this was their top transition regret, that they didn't move faster on making changes and building their top team. Often, CEOs know what changes they should make, but they wait to give the people in the organization more time.

And then in hindsight, what this does is create more issues, and it delays both the CEO and the organization from being able to perform. Where CEOs that I speak to and work with are happy with how quickly they move, they usually work to the following plan. They took the first month to really assess the team. In the second, they decided how the team should be structured and who should be on it.