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made to fill roles that affect the makeup of the leadership team. Westwood brought in a new chief financial officer and chief human resources officer in 2023, and in both instances, Paul allowed me to lead the process. 5. Celebrating the change. Recognizing and celebrating milestones and achievements throughout the journey is essential while also building excitement and anticipation for the future. Helping employees see change as an opportunity for growth, innovation, and fresh perspective will position the organization to embrace future challenges and, more importantly, the possibilities that come with a new CEO. Celebrating this together, we realize we can accomplish even greater achievements. A CEO transition is more than a handover of power; it’s a transition of the organization’s spirit, culture, and goals. During the transition, it is essential to maintain stability and continue to drive the company toward its goals. This five-step methodology was the strategic framework Paul and I used to ensure a successful transition. By following these steps, any organization can navigate significant change with confidence and continuity. As our team bids farewell to Paul and celebrates his success as a leader, we are excited for the next chapter and ready to embrace a shared commitment to harness new opportunities, setting the stage for future growth and success. Bryan Powell is CEO of Westwood Professional Services. Connect with him on LinkedIn.
BRYAN POWELL, from page 3
Westwood employees were able to see that the transition was a collaborative effort with the best interest of the company in mind. 3. Transitioning responsibilities over time. An abrupt transfer of responsibilities can lead to confusion and instability. Therefore, we began the transition of responsibilities in the fall of 2022, nearly a year in advance. The process started slowly and then accelerated as we moved into 2023. This set the stage for a nearly seamless transition on October 2, 2023. Transitioning over time allowed me to gradually adapt to the responsibilities that come with the role while still allowing Paul to mentor me through the process. I contributed to significant decisions that will impact the organization for years to come, and Paul was able to progress into retirement. I am grateful to Paul during this transition for his generosity and guidance throughout this process. 4. Letting the new leader pick their team. Successful leaders build teams that are united and where each individual compliments the whole team. The needs within a group can vary based on leadership. What is needed within the framework can be different based on each leader’s strengths, weaknesses, and personality. The team makeup that works for one leader may not work for another. It is important that the leader who is transitioning out keeps this in mind when hiring decisions are being
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THE ZWEIG LETTER DECEMBER 4, 2023, ISSUE 1515
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