Page 7 - Demo

Shannon also wondered if the company%u2019s structure could be simplified. The current matrix of geographic and business heads created complexity and diffuse responsibility. On a yellow pad she sketched out a new org chart, eliminating the regional structure entirely and organizing the company under global business- line heads. That would reduce costs and the size of her team. But again, it would take time%u2014and even so might be too much change too quickly.She knew she should reach out to Bill, the board chair. Having repeatedly heard his mantra to %u201cfix it without breaking it,%u201d Shannon suspected that he would again advise her to have heart-toheart conversations with Justin and Jane to get them aligned. But she doubted that would be enough. The board had recruited her: Surely the directors would support her if she was firm that these changes were necessary.In this whirlwind of thoughts, Shannon circled back to the core of her leadership philosophy: Get the right people in the right seats. A simple and powerful dictum%u2014but what was the best way to achieve that outcome quickly?I see in Shannon%u2019s situation a reminder of how important it is for chief executives who are joining an organization from outside to get alignment with the board. You want to interrogate directors and deeply understand what they%u2019re asking you to do before you say yes to the role.