Why New Leaders Should Be Wary of Quick Wins

As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start.

Yet the best way to succeed, paradoxically, is to slow things down.

Forces pushing in the other direction — toward hyperspeed — are powerful, of course. You must prove you are the right leader by getting the organisation to deliver better results, and soon. That’s why you were brought in.

So, you set out for early wins in what seem like obvious areas to fix — on the cost side, perhaps the speed of processes within production, and on the revenue side, the size of the sales force.

But rushing toward early wins, even in areas that seem uncontroversial, can be unexpectedly hazardous. That’s because when a new leader takes hold, changes aren’t just about efficiency or revenue; they are

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