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A guide for the CEO-elect
A third of the executives who rise to the top of US companies don't last three years there. While much has been written about what chief executives should do once installed in the job, little has been said about the period after their appointment but before they actually take charge. Interviews with 15 current and former CEOs suggest that this interregnum can be used to improve a CEO-elect's chances of success.
The take-away: Newly designated CEOs must carve out time to prepare themselves for their increased responsibility. By examining their own weaknesses, probing the workings of the company, and creating a support network, they can stack the cards to be more in their favor.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
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