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1、SevenSurprisesforNEventhebest-preparednewchiefexecutivescanbeblindsidedbytherealities-andlimitations-ofthejob.byMichaelE.Porter,EARINGFULLRESPONSIBILITYforaCompany'ssuc-cessorfailure,butbeingunabletocontrolmostJayW.Lorsch,andBofwhatwilldetermineit.Havi
2、ngmoreauthorityNitinNohriathananyoneelseintheorganization,butbeingunabletowielditwitboutunbappyconsequences.Soundlikeatoughjob?Itis-askaCEO.Surprisedbytbedescription?SoareCEOswboarenewtotberole.Justwhenanexec-utivefeelshehasreachedthepinnacleofbiscaree
3、r,cap-turingthecovetedgoalforwhichhehassolongbeenstriving,bebeginstorealizethattheCEO'sjobisdiffer-entandmorecomplicatedthanheimagined.SomeofthesurprisesfornewCEOsarisefromtimeandknowledgelimitations-tbereissomuchtodoincom-plexnewareas,withimperfectinf
4、ormationandneverenoughtime.Othersstemfromunexpectedandunfamil-iarnewrolesandalteredprofessionalrelationships.Stillotherscropupbecauseoftheparadoxthatthemorepoweryouhave,theharderitistouse.Whileseveraloftbe62HARVARDBUSINESSREVIEWOCTOBER2004SevenSurprise
5、sforNewCEOschallengesmayappearfamiliar,wehavediscoveredthatNotonlydoyouhaveexternalpressurestuggingnothinginaleader'sbackground,evenrunningalargeyouawayfromday-to-daybusinessoperations;thebusinesswithinhiscompany,fullyprepareshimtobeCEO.volumeofinterna
6、ldemandsisenormous.BeforeyouThroughourworkwithnewchiefexecutivesofmajorbecameCEO,youpridedyourselfonvisitingeverycompanies,wehavefoundsevensurprisestobethemostunitinyourregion,yougottoknowtheemployees,common.(Seethesidebar"LearningtheRopes")Howyouspoke
7、directlywithcustomers-youhadyourwellandhowquicklynewCEOsunderstand,accept,andhandsrightonthepulseofthebusiness.Sinceyouconfrontthemwillhavealottodowiththeexecutives'havebecomeCEO,youhavenotbeenabletodoanyeventualsuccessorfailure.Thesevensurpriseshighli
8、ghtofthesethingsevenforyouroldregion-nevermindrealitiesaboutthenatureofleadershipthatareimpor-therest.YoucannotshakethefeelingthatyouhavetantnotjustforCEOsbutforexecutivesatanylevelandlosttouchwiththeday-to-dayworkingsofyourcom-inanysiz
