It is a rare and critical milestone in a professional life, one that some remember for a lifetime. For an executive, joining a management committee, an executive committee, or even the Board of a large group naturally constitutes a major step. Whether in terms of responsibilities, internal or external exposure, interface with the CEO or the board of directors... The change is noticeable at all levels, especially in constantly transforming economic environments.
Certainly, this evolution is above all part of a continuity. It is the logical continuation of a career, of sometimes hard-earned results, of leadership developed daily in contact with teams and business. "You don't wake up one morning transformed, wearing the label of a member of the executive committee," jokes a CEO who went through this key stage.
Nevertheless, there is indeed a before and an after. Once a manager among others, the fortunate one becomes a full-fledged number 1, in charge of a dedicated profit and loss account, or embodying a key function at the highest level (HR, finance, communication...). "There are no more safety nets, you're on the front line!" insists one of them. Hence the temptation, due to this new exposure, to focus primarily on the performance of one's perimeter and teams. A reflex that can be understood – no credibility among peers without proven personal results! – but which is far from sufficient.
Because in fact, joining the executive committee shifts the manager into a new collective. His main concern should no longer be his teams and direct results, but his impact on the smooth running of the company as a whole. This is the concept of "Team 1": mental energy is primarily directed towards his new peers – other members of the executive committee and the CEO. Now, decisions must be made based on their impact on the group's dynamics, not just one's own activity. And to move from a leadership representation very focused on individual responsibility to a leadership centered on the company.
This change comes with a level of understanding, adherence, and unwavering representation of the company's decisions towards all employees and stakeholders. Fundamentally, it is about embodying the function at all levels. Both at the level of one's teams and peers, whose individualities, singularities, and culture must be known, spending time one-on-one from the start, both to better understand their activity and current issues, but also to better speak about their topics to external interlocutors (partners, suppliers...). This "cross-functional empathy" naturally requires developing listening and influencing skills, strategic agility, but also political sense to assume one's role without encroaching on each other's responsibilities.
Ultimately, the exercise involves gaining perspective. In an executive committee role, the weight of strategy increases significantly at all levels. Whether it is managing one's own activity, contributing to the smooth running of the group, or growing interaction with external stakeholders, the executive must engage in new topics – CSR, M&A, R&D, HR, Communication... – and thus expand their range of intervention. This brings them into daily contact with new interlocutors, be they investors, rating agencies, public actors, but also directors... This is one of the new responsibilities of an executive committee member, who must now interact with board members in support of their CEO, sharing the news and challenges of their business or getting involved in cross-functional strategic issues.
Of course, this ability to step out of one's own perimeter can depend on the company's culture and the personal style of the CEO at the helm. In traditional companies still very siloed or decentralized, the exercise can be more delicate. Just as when the CEO expects his executives to stay focused on their activity before stimulating their peers.
Whatever the context, the change in posture is imperative. Managing both the long term and the short term, strategy and operations, broadening the scope of responsibilities, understanding the political dimension, knowing how to position oneself correctly by managing the relationship with the CEO and peers as best as possible... The cocktail is strong, and it is better to prepare for it before tasting it, by preparing in advance. The ideal: a tailor-made program conducted at least a year in advance, combining coaching, assessment, but also 360-degree feedback in an ultra-personalized approach. An ultra-personalized "acceleration program" that will allow the new responsibilities to be assumed as naturally as possible. With complete serenity.
English Translation : Michel Tobelem, October 2023, HBR France (link)