There is a big difference between being a senior executive and being the senior executive. And there is virtually no way for new CEOs to prepare fully for the transition. It is unlike anything they have experienced. Issues are more complex and difficult to grasp. Solutions require subtlety, increased sophistication and greater involvement from others. The requirements for success are wholly different.
New CEOs universally underestimate the scope of the challenges. Once they encounter the job's broad range of obstacles, they typically intensify the actions that had always made them successful. The natural outcome is surprise, discouragement and disillusionment when their tried-and-true tactics do not work. They must consider, instead, how to change the nature of their actions.
And there isn't much time to adapt. Often, if they fail to quickly push their companies toward increased profitability and shareholder value, they are gone in short order. By understanding the differences between operating in the CEO spot and in executive positions lower in the organization, new and prospec-tive CEOs can be better prepared for success.