Dear Lewis, how do I handle my relationship with the previous CEO?
A new CEO takes over a doughnut chain, unsure how to work with his popular predecessor. Learn a four-step plan to manage this relationship and establish independent leadership.
Here we are again, my friends, back for another delectable serving of Dear Lewis.
Today, we're sinking our teeth into a fresh case from the Midwest. Our protagonist? A newly minted CEO of a 25-store doughnut chain who's taken over from the beloved founder. This isn't just any changing of the guard - it's like swapping out the secret glaze recipe. Our new leader is grappling with a sticky situation:
What kind of relationship should a new CEO have with his predecessor?
It's not uncommon for new leaders to feel like they're trying to fill shoes that are both too big and covered in powdered sugar. And as always, I'm here to offer some guidance that's as warm and comforting as a fresh batch of Boston cream. We'll explore:
1. The right recipe for a healthy predecessor-successor relationship
2. How to avoid getting caught in the hole of comparisons
3. Strategies to establish your own flavor of leadership while respecting the old one
Keep rising to new heights,
Lewis C. Lin
CEO, ManageBetter
🤔 How do I handle my relationship with the previous CEO?
One of my clients is Dave (not his real name, though it is a fine name for a doughnut mogul). He's the new CEO of a beloved doughnut chain in the Midwest, taking over from the charismatic founder who built the business from the ground up. Dave's been with the company for years, working his way up from night shift baker to COO, and now to the big chair. But he's feeling like he's been dunked in hot oil, because he can't seem to escape the shadow of his predecessor. He comes to me, powdered sugar on his lapel, asking for help.
I tell him that there's nothing half-baked about his leadership skills, but there's something a little underdone about how he's approaching this transition. He's been trying to replicate the former CEO's style, right down to the terrible puns about dough. What he needs is a structured approach to manage this relationship, one that allows him to benefit from his predecessor's expertise without getting stuck in the past.
So, we whip up a four-layer strategy, as delicious and well-structured as our famous four-layer chocolate cake doughnut:
The Fresh-Out-of-the-Oven Phase (First 3-6 Months)
Frequency
We're talking weekly powwows, maybe bi-weekly if things are extra spicy.
Purpose
This is where Dave gets the lowdown on all the secret recipes. He's addressing those day-one challenges, like why the night shift always burns the crullers, and getting the inside scoop on ongoing projects. It's all about ensuring a smooth handover, like passing a still-warm doughnut to an eager customer.
The Cooling Rack Period (6-12 Months)
Frequency
We dial it back to monthly meetings. Just enough to keep things fresh, not enough to get stale.
Purpose
Now we're talking big picture stuff. Dave's getting advice on whether to expand the vegan line or if adding avocado to everything is really the way to go. It's about making those strategic decisions and checking if the new initiatives are rising as expected.
The Long-Term Storage Plan (After 12 Months)
Frequency
We're down to quarterly check-ins. Like our seasonal menu, it's not every day, but it's something to look forward to.
Purpose
This is where Dave and his predecessor put their heads together on the really big stuff. Should we franchise? Is it time to take on the bagel industry? It's all about keeping the brand fresh for years to come.
The Emergency Cream Filling Situations
Frequency
As needed, like when you suddenly realize you're out of sprinkles on National Doughnut Day.
Purpose
For those "Oh sugar!" moments when Dave needs the old CEO's secret wisdom. Maybe there's a supply chain crisis or an opportunity to buy out a competitor. It's for those times when experience really counts.
Setting Boundaries: The Secret Ingredient
Now, I know what you're thinking. "Lewis, isn't this a recipe for the old CEO to keep their hands in the batter?" But here's the secret ingredient: it's all about setting expectations and boundaries.
I tell Dave, "Look, you're the head baker now. These meetings aren't about getting permission or living in the past. They're about learning from experience and making informed decisions. Use them to gain insights, not to seek approval."
Perfecting Your Own Recipe: The Gradual Shift from Mentee to Independent Leader
We also discuss the importance of gradually reducing dependency. In those first few months, Dave might be calling up his predecessor every time a new flavor flops. But by the end of the year, he should be confidently launching the next big thing (Pickle-flavored doughnuts, anyone? No? Okay, moving on).
The Key Takeaway: Balancing Tradition and Innovation
The key to a successful CEO transition isn't about trying to be a carbon copy of your predecessor - it's about finding the right blend of respecting tradition and bringing your own fresh ideas to the table. It's like creating a new doughnut flavor: you want to honor the classics while offering something exciting and new.
By following this structured approach, Dave is showing that he's not just filling a hole - he's adding a whole new layer to the company's success. He's benefiting from years of experience while establishing his own leadership style and vision for the future of the business.
And that, my friends, is how you rise to the occasion without getting your fingers stuck in someone else's dough.
Simple, right? Well, not always
I'm here to help. Email me if you have any management or employee challenges. I've got your back, and your identity will remain anonymous.
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