45 Q UA RT E R _ 0 2 _ 2 0 2 6 walls of a company to a much more public profile. differently and reassessed regularly. She asked two questions about each group: How would a given decision affect them, and how could she best work with them? Resisters were engaged early to surface concerns, champions to build momen tum, allies to expand influence, and mavericks to challenge assumptions. This exercise, originally intended to be internally focused, also helped her identify external ambassadors. This disciplined approach became a playbook to coalesce and mobilize teams around a common vision. As you step into the role, the following tech niques can help you identify your priorities early on: Ensure a smooth transition, take listening tours, conduct “stakeholder teardowns,” and access and convene newly available networks. Ensure a Smooth Transition To determine where to start, study how the former CEO approached stakeholder engagement. This can be a source of inspiration—or a lesson in what not to do. If possible, use the transition period to gain warm introductions and jointly survey the landscape. It’s important to remember that there are two transitions happening concurrently: As you’re stepping into your new role as CEO, your prede cessor is stepping out. Pass the baton smoothly, moving together with grace and humility to pro tect the institution and propel it forward. Your transition is also an opportunity to disarm critics and potentially reset relationships. Meet with stakeholders who wouldn’t expect to be met with (such as critical investors and journalists) on their own terms, not necessarily with the intent of winning them over. Instead, express genuine interest in their concerns, collect feedback, and begin building bridges. For insider CEOs, it’s important to think like an outsider. Internal appointments bring deep knowledge and continuity, but they can also make - - - - it harder to challenge the status quo. The best internal appointees honor the past while signaling that “what got us here won’t get us there.” Some incoming CEOs have even partnered with their predecessors to reinforce this pivot—for example, running joint sessions to field employee ques tions and acknowledge what will remain (such as culture and talent) and where new emphasis is needed (for example, R&D and technology). Adopt an outsider’s lens by listening to dissenting voices, studying admired peers to uncover blind spots, and mining exit interviews for insights that reveal how experiences and perceptions differ across the organization. For outsider CEOs, be a student of the organi zation. Visit the organization’s archives early, and honor the organization by drawing out themes from its past and using the insights you’ve gleaned to help drive toward an even brighter future. Further, maintain objectivity. This is one of your greatest gifts as an outsider and will enable you to set the pace early, make bold moves, and create a sustained performance edge. Finally, transition periods have a need for speed. Given the pace of business today, new CEOs do not have a “honeymoon period.” People in other roles may have six months or even a year to find their footing, but as CEO, you will be expected to be ready from day one. Take a Listening Tour with Key Stakeholders A listening tour is your chance to deeply under stand what’s on the minds of your most important stakeholders. Take the time to engage them one-on- one to hear their perspectives and find out where they envision the company going. These conversa tions can help you identify strengths and risks in your vision, understand what’s working and what needs to be fixed, and become open and adaptive. During these forums, it’s OK to say, “I don’t know.” This doesn’t take away from your core objective; it - - - -