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 7 Leadership Tips From an Interim CEO

Taking over a flailing, anxious company is anything but ideal circumstances for a new leader, but Interim CEOs face it all the time. It’s precisely this kind of high-pressure situation that forges strong and empathetic leadership strategies.

I’ve done it for three decades, turning around companies from agriculture (such as Styrotek) to telecommunications giants (such as ITT). As Interim leader, I have to parachute in, quickly gain trust and respect from all levels, determine a course of action, and unite everyone to stay that course — all within a limited timeframe.

It takes leadership strategies far beyond business and managerial chops, though certainly those are necessary. You can’t lead effectively without a connection to the people in the company; emotional intelligence is a must. Think of it as strategic empathy: sincerely focused on the individual, but always with the big picture top of mind.

Here are 7 tips for using strategic empathy as a leader. I learned them as an Interim CEO, but I’ll bet they bear relevance for anyone taking a leading role.

Expect anxiety.

When I walk into a company in crisis, I expect many people will be scared and angry, entirely natural given the conditions. But fear and uncertainty are fertile grounds for doubt and resistance. So act quickly to quell it, or you’ll have an entirely dysfunctional situation on your hands, where you can’t get anything done.

Let them say No.

Of course I don’t want to hear no. I want to hear yes. But as a leader, I have to be able to reach other people on an emotional level, or I’ve lost them. I also have to understand and contain my own emotions. So I hear people out, keeping my own feelings in check. When I inevitably hear no, I don’t try to counter it. I show that I respect what they think; that it’s safe to express their opinions. On a practical level, that free speech will come in handy when I’m looking for answers.

Don’t send a representative.

A perceived vacuum in leadership can have quick and devastating consequences, So make your presence known, and not by proxy. Direct contact is key. I don’t just speak to one level down, then dispatch the VPs to transmit my message to everyone else. That kind of ivory tower detachment won’t create any connection, trust or respect within the company. And unless you can build those, you’ll never get to yes.

Focus on the middle

Experience has taught me to listen to every level but focus my attention on the middle. The VPs are like the company’s elder counsel: their own survival in mind, they may just tell you what they think you want to hear. The bottom are less focused on strategic issues, but you need their confidence, trust, and input — as I found out by spending time on the floor at Styrotek. But it’s the middle managers that translate a CEO’s vision into daily practice. Without them, you can’t effectively implement change.

If you see something broken, fix it.

If you’re not leading with the goal of improving on the status quo, you’re not leading, you’re following the same flawed path. And decisive action inspires confidence. While the