EDITOR ’ S QUESTION

Having been with the company for 25 years and serving on the board for 20 of those , my transition into the CEO role felt like a natural progression . We had been preparing for the leadership change for nearly a year , holding regular meetings to discuss ongoing projects , company direction , performance , structure and key accounts . This consistent communication allowed me to gradually assume responsibilities , ensuring a seamless transition .

Because I was already leading many of these projects behind the scenes , the process was more straightforward . My advice to anyone undergoing a leadership change is to establish a realistic timeline and become involved in the transition process as early as possible .

My predecessor has remained with the company as executive chairman , providing support as needed . This continuity has been invaluable , particularly for someone like me , with deep roots in the company . However , if an external candidate were stepping into the role , it would be essential to offer comprehensive support , including familiarising them with the company ’ s culture , technology and operations . Shadowing the outgoing leader can be an effective way for the new leader to gain valuable insight and knowledge .

Transparency and clear communication are vital for a smooth transition . It ’ s important to inform employees first about the planned change and the reasons behind it , providing an overview of what the new leader will bring . This approach helps to reduce rumours and provides reassurance during a period of change .

We also prepared a Q & A document to address anticipated questions following the announcement . This helps to alleviate concerns and reassure staff . People often fear change , so it ’ s crucial to boost motivation and provide clarity .

Upon my appointment as CEO , I presented our vision , mission , objectives and strategy to the employees before sharing them with other stakeholders . This was an important step in maintaining open lines of communication and ensuring that everyone was aligned with the new direction I intended to take the company . I have worked with senior management to establish departmental roadmaps , plans and customer and colleague promises that align with the overall business vision and strategy . We meet regularly to ensure that we are making appropriate progress , and I am always available to be a sounding board and to assist where required . I initiated quarterly company updates the year before becoming CEO and have continued this practice to keep everyone informed and to recognise contributions across the business .

As I transitioned from Sales and Marketing Director to CEO , it was also necessary to build a strong team below me and support the development of future leaders within the company .

At Britannic , we foster a transparent culture , encouraging continuous feedback from employees on my leadership and any areas for improvement . Business is about perpetual learning and growth ; success hinges on our ability to evolve and adapt .

MY ADVICE TO ANYONE UNDERGOING A LEADERSHIP CHANGE IS TO ESTABLISH A REALISTIC TIMELINE AND BECOME INVOLVED IN THE TRANSITION PROCESS AS EARLY AS POSSIBLE .

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