| Imagine after four or more years of leadership | | | | that follows borrows from and extends their |
| your company was going to change its entire | | | | suggestions, considering the full scope of a |
| management team and philosophy. Add to that | | | | transition (not just from a National Security |
| image that the person coming in as the next CEO | | | | perspective) and highlighting the urgency that we |
| has never been a CEO nor managed a transition | | | | should all feel about making this transition quicker |
| anywhere near this size (if at all). | | | | and more effective. |
| If you have any organizational experience at all | | | | The Transition Imperatives |
| this thought scares you. | | | | Change the Focus. Yes, the candidates want to |
| It leaves you wondering about the effectiveness | | | | win, but they want to more than win - they want |
| of the organization both before and (long) after | | | | to make a difference in office. To best do that, |
| the transition, doesn't it? It also leaves everyone | | | | they need to be able to begin with a team in |
| in the organization on pins and needles. | | | | place on January 20. To achieve this they must |
| They know change is coming, but they don;t | | | | invest more time and resources, and create a |
| know about the future direction and they aren't | | | | trusted transition team, NOW. |
| at all sure what the changes mean to them in | | | | Create a Sense of Urgency. This transition will be |
| their work. It is human nature to wonder, talk | | | | a huge job for either candidate. A complete |
| about and worry a bit about these sorts of | | | | transition team with the ability to command some |
| sweeping changes. Plus, when we are thinking | | | | of the candidate`s time and focus must be in |
| about and talking about these sorts of issues our | | | | place now in order to create the momentum |
| productivity dramatically drops. | | | | needed for success. |
| Now imagine that the organization in question isn't | | | | Determine the key interfaces and steps. To |
| producing and selling cars, cat food or clothes. | | | | make this transition go faster, leaders need to be |
| That organization is leading the largest country | | | | vetted and the process for confirmation in |
| and economy in the world. | | | | Congress needs to start much sooner. Wouldn`t |
| All of what you just read is true for the United | | | | you want all of your management team on board |
| States in the coming months, regardless of who | | | | the day you begin? The same should be true in |
| wins the election this fall. Let me make it even | | | | politics. All Cabinet members and other top spots |
| more dire from an organizational development | | | | should be identified, filled and confirmed by |
| standpoint. We won`t even know who that new | | | | Inauguration. |
| leader is until about 10 weeks before they take | | | | Start now. Senator Obama should make this a |
| over - and many of their leadership team (read | | | | key job next week, while he will likely be laying |
| Cabinet members) won`t be on board for weeks, | | | | low during the RNC. Senator McCain needs to be |
| even months, later! | | | | on this task now too. The work is massive and |
| When you add that into the initial story, the | | | | the time to start is now. Every day of delay will |
| challenges become even greater and the impacts | | | | reduce the effectiveness of the team once either |
| even more severe. | | | | one takes office. |
| And yet, we go through this process every 4-8 | | | | Build the right relationships. If not already identified, |
| years. And from what I can see as a layperson, | | | | the transition team needs to be built, and the |
| we as a country don`t have systems, processes | | | | relationships required to identify all of the future |
| and even expectations to improve this situation. | | | | leaders on the team should be in full swing now. |
| I write this on the morning Senator Obama will | | | | Make no mistake - in this or any other transition, |
| give his address in Denver at the DNC, and just a | | | | relationships will help create speed and identify the |
| few days before Senator McCain will do the same | | | | best people for the jobs needed to be filled. |
| in the Twin Cities at the RNC. While I know they | | | | Our Lessons? |
| must both continue to focus on winning the | | | | The good news is the transitions you face won`t |
| election, I would hope they both believe they will | | | | ever be as daunting as the ones facing Senators |
| win. And, given that belief, they should begin now | | | | Obama and McCain. The challenges you face are |
| planning the transition to make the first several | | | | the same though. In both cases we must:o |
| months of their leadership successful and efficient. | | | | Change the goal from "How will we get started?" |
| Understand, this isn;t about politics. It is about | | | | to "How quickly can we be successful?"o Create a |
| organizational change, leadership and a leader`s | | | | sense of urgency.o Determine the key interfaces |
| ability to plan effective transitions. | | | | and steps.o Start sooner.o Build the right |
| Jamie Gorelick and Slade Gorton, two members | | | | relationships. |
| of the 9/11 Commission, wrote an Op/Ed piece | | | | I hope you will watch the candidates, and our |
| for the New York Times on July 16th that | | | | eventual President-elect, as they lead their |
| provided an overview about some of the key | | | | transition plans. I hope there will be positives to |
| issues of this transition from a National Security | | | | learn from their example, but even if there isn`t, |
| perspective. Their insight is valuable and their | | | | you will find fertile learning from their mistakes or |
| specific recommendations are instructive. The list | | | | missteps. |