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data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="AnchoredHero" class="ArticleDefault_mck-c-article-default__SfYQE"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_2734c4f background-image-article-default ArticleDefault_mck-c-article-default__parallax-container__fZ7Iq"></div><div class="ArticleDefault_mck-c-article-default__gradient__Uu21n"></div><div class="ArticleDefault_mck-c-article-default__wrapper-content__XOe9C"><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-col-lg-12"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-col-lg-start-1 mdc-u-grid-col-lg-span-10"><div><span class="mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__eyebrow__wl_Rt">Bloomberg</span><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>Four steps to success for new CEOs</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2023-04-10T00:00:00Z">April 10, 2023</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/carolyn-dewar" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Carolyn Dewar</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/gautam-kumra" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Gautam Kumra</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">The best CEOs make their first year both a personal transition and a moment of institutional renewal. We have found that there are four common ingredients for success.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <p>Between a third and half of new CEOs are considered to be failing within 18 months of taking the role. More than 90 percent of those CEOs confess that they wish that they had managed their transition differently. Those who got it right recognized that they needed to lead differently than they did on the way to the top.</p> <p>The best new CEOs make their first six to 12 months both a personal transition and a moment of institutional renewal. While each leader acts in ways that are relevant to their unique situation, we have found that there are at least four common ingredients for success.</p> <h2>Not making it about you</h2>  <p>The day you become CEO you undergo an enormous amount of change. For one, all the attention becomes laser-focused on you, often in ways that distort reality. All this attention and power can quickly create a phenomenon where the transition becomes all about you. Successful CEOs don’t let this happen. They keep their minds focused on the institution. “Every time you say or do something,” says <a href="/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal">DBS Bank CEO Piyush Gupta</a>, “it’s got a massive consequential effect. The whole company pivots.”</p> <p>The way to manage this experience is to ask different questions, which lead to different answers:</p> <ul> <li>Instead of asking ‘What legacy will I leave? ask <strong>‘What organizational purpose do I serve?’</strong></li> <li>Instead of asking ‘What is broken that needs fixing? Ask <strong>‘How will we respect our past while accelerating or disrupting our future?’</strong></li> <li>Instead of asking ‘How will I get the organization on board with my vision? ask <strong>‘How will I engage the organization in creating our shared vision?’</strong></li> </ul> <p>This shift of perspective will ensure that your tenure as CEO is about the company and not about you.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about the <a href="/featured-insights/future-of-asia/overview">Future of Asia</a>?</div></h3></div></header></div></div></div> <h2>Listening then acting</h2> <p>As a new CEO, everyone wants to hear what you think, what will change, and what the change will mean for them. The urge to decide, declare, promise, and explain is strong. The best leaders in transition know that it is better to listen and find out what is really going on before making broad declarations or premature moves. The paradox is that you need to move slow, to move fast.</p> <p>“One needs to be a good student because there are a lot of things one can learn,” says Keppel Corporation CEO <a href="/featured-insights/future-of-asia/a-complete-corporate-makeover-keppels-plan-for-sustainable-growth">Loh Chin Hua</a>.” It is always very easy to learn from someone who is well known, famous, and successful, but I subscribe to the school that there are things you can learn from everyone, even someone younger than yourself.”</p> <p>Practically speaking, this ethos translates to the following practices: start with a broad-based listening tour; create a fact-based, single version of the truth; lock in a short list of bold moves; and communicate those moves in a simple, engaging manner.</p> <h2>Nailing your firsts</h2> <p>You never get a second chance to make a first impression. Getting your first impressions right will send strong messages about how you intend to lead. These include the differences from the previous CEO and from how you have led in previous roles. It also includes the renewal opportunity you see for the organization. Early in your tenure, everyone, even those you have worked with for years, is forming their first impression of you as the CEO. To ensure that your first impressions are positive, you need to understand people’s motivations, keep to a single narrative, err toward complete candor, and prepare intensely for moments of truth.</p> <p>“If you come in new, it is easy for the cynics within the business to say, ‘This person really doesn’t understand why we do things in a certain way, so we will sit back and watch them fail,’” says <a href="/featured-insights/future-of-asia/in-the-boardroom-with-alison-watkins-ceos-boards-and-leading-through-crisis">Alison Watkins</a>, who is a board member of CSL, the Reserve Bank of Australia, and Wesfarmers said in a recent interview with McKinsey. “I remember getting that feeling in a few settings. You then have to work extra hard to build the credibility. And that comes from being able to listen, learn, and respect, which builds the confidence of the organization.”</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="""" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/stepping%20up%20becoming%20a%20high%20potential%20ceo%20candidate/qweb_ceo-stepping-up_1536x1536_v2.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Stepping up: Becoming a high-potential CEO candidate</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/stepping-up-becoming-a-high-potential-ceo-candidate" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Read the article</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>Playing “Big Ball”</h2> <p>New CEOs suddenly find themselves accountable for everything and to everyone. While it is tempting to try to do everything, this is wrong. You need to decide where your effort can have the most impact. To do this well, you need to set clear boundaries and stay extremely disciplined. You must also have the right talent in place to help you—while being willing to drop underperformers. Finally, you must set an operating rhythm that combines accountability with urgency.</p> <p>“It is very easy to feel like you have to work really hard, impress people, and sacrifice the balance in your life. [But] if you have the right balance in your life, you can deal with pretty much anything that comes your way,” says Watkins. “[Another] piece of advice is to work with great people. All my opportunities and development came from people, not so much the organizations.”</p> <p>Your ascension as a new CEO is an unfreezing moment that can catalyze significant institutional renewal. By not making it about you, listening then acting, nailing your firsts, and playing big ball, you’ll soon hit your stride.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong><a href="/our-people/carolyn-dewar">Carolyn Dewar</a></strong> is a senior partner, based in McKinsey’s Bay Area office. <strong><a href="/our-people/gautam-kumra">Gautam Kumra</a></strong> is McKinsey’s Asia Chairman, based in the Singapore office.</p> <p><em>This article, which was produced in partnership with Bloomberg Media Studios, is based on research done for the book, <a href="/featured-insights/mckinsey-on-books/ceo-excellence">CEO Excellence</a>, and McKinsey Quarterly article, <a href="/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal">Starting Strong</a>, authored by Carolyn Dewar, Scott Keller, Vik Malhotra, and Kurt Strovink.</em></p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/future-of-asia/leading-asia" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-leadi-0 { aspect-ratio: 16/9 }</style><img alt="origami crane floating on water" class="picture-uniqueKey-leadi-0" src="/~/media/mckinsey/featured%20insights/future%20of%20asia/insights/leading%20asia/foa-leading-asia3-1536x1536.jpeg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f 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href="/featured-insights/mckinsey-on-books/ceo-excellence" class="mdc-c-link-heading___Zggl8_2734c4f mdc-c-link___lBbY1_2734c4f"><div>CEO Excellence</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Four steps to success for new CEOs","displayName":"Four steps to success for new CEOs","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"cd50dd50-ea64-4b47-b9c3-a21a80331630","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Four steps to success for new CEOs"}},"sEOTitle":{"value":"How to thrive as a CEO"},"description":{"jsonValue":{"value":"The best CEOs make their first year both a personal transition and a moment of institutional renewal. We have found that there are four common ingredients for success."}},"sEODescription":{"value":"How can CEOs make the most of their first year in office?"},"displayDate":{"jsonValue":{"value":"2023-04-10T00:00:00Z"}},"body":{"value":"[[audio 1]]\n\u003cp\u003eBetween a third and half of new CEOs are considered to be failing within 18 months of taking the role. More than 90 percent of those CEOs confess that they wish that they had managed their transition differently. Those who got it right recognized that they needed to lead differently than they did on the way to the top.\u003c/p\u003e\n\u003cp\u003eThe best new CEOs make their first six to 12 months both a personal transition and a moment of institutional renewal. While each leader acts in ways that are relevant to their unique situation, we have found that there are at least four common ingredients for success.\u003c/p\u003e\n\u003ch2\u003eNot making it about you\u003c/h2\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eThe day you become CEO you undergo an enormous amount of change. For one, all the attention becomes laser-focused on you, often in ways that distort reality. All this attention and power can quickly create a phenomenon where the transition becomes all about you. Successful CEOs don\u0026rsquo;t let this happen. They keep their minds focused on the institution. \u0026ldquo;Every time you say or do something,\u0026rdquo; says \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal\"\u003eDBS Bank CEO Piyush Gupta\u003c/a\u003e, \u0026ldquo;it\u0026rsquo;s got a massive consequential effect. The whole company pivots.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eThe way to manage this experience is to ask different questions, which lead to different answers:\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eInstead of asking \u0026lsquo;What legacy will I leave? ask \u003cstrong\u003e\u0026lsquo;What organizational purpose do I serve?\u0026rsquo;\u003c/strong\u003e\u003c/li\u003e\n \u003cli\u003eInstead of asking \u0026lsquo;What is broken that needs fixing? Ask \u003cstrong\u003e\u0026lsquo;How will we respect our past while accelerating or disrupting our future?\u0026rsquo;\u003c/strong\u003e\u003c/li\u003e\n \u003cli\u003eInstead of asking \u0026lsquo;How will I get the organization on board with my vision? ask \u003cstrong\u003e\u0026lsquo;How will I engage the organization in creating our shared vision?\u0026rsquo;\u003c/strong\u003e\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eThis shift of perspective will ensure that your tenure as CEO is about the company and not about you.\u003c/p\u003e\n[[disruptor1up learnmore]]\n\u003ch2\u003eListening then acting\u003c/h2\u003e\n\u003cp\u003eAs a new CEO, everyone wants to hear what you think, what will change, and what the change will mean for them. The urge to decide, declare, promise, and explain is strong. The best leaders in transition know that it is better to listen and find out what is really going on before making broad declarations or premature moves. The paradox is that you need to move slow, to move fast.\u003c/p\u003e\n\u003cp\u003e\u0026ldquo;One needs to be a good student because there are a lot of things one can learn,\u0026rdquo; says Keppel Corporation CEO \u003ca href=\"/featured-insights/future-of-asia/a-complete-corporate-makeover-keppels-plan-for-sustainable-growth\"\u003eLoh Chin Hua\u003c/a\u003e.\u0026rdquo; It is always very easy to learn from someone who is well known, famous, and successful, but I subscribe to the school that there are things you can learn from everyone, even someone younger than yourself.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003ePractically speaking, this ethos translates to the following practices: start with a broad-based listening tour; create a fact-based, single version of the truth; lock in a short list of bold moves; and communicate those moves in a simple, engaging manner.\u003c/p\u003e\n\u003ch2\u003eNailing your firsts\u003c/h2\u003e\n\u003cp\u003eYou never get a second chance to make a first impression. Getting your first impressions right will send strong messages about how you intend to lead. These include the differences from the previous CEO and from how you have led in previous roles. It also includes the renewal opportunity you see for the organization. Early in your tenure, everyone, even those you have worked with for years, is forming their first impression of you as the CEO. To ensure that your first impressions are positive, you need to understand people\u0026rsquo;s motivations, keep to a single narrative, err toward complete candor, and prepare intensely for moments of truth.\u003c/p\u003e\n\u003cp\u003e\u0026ldquo;If you come in new, it is easy for the cynics within the business to say, \u0026lsquo;This person really doesn\u0026rsquo;t understand why we do things in a certain way, so we will sit back and watch them fail,\u0026rsquo;\u0026rdquo; says \u003ca href=\"/featured-insights/future-of-asia/in-the-boardroom-with-alison-watkins-ceos-boards-and-leading-through-crisis\"\u003eAlison Watkins\u003c/a\u003e, who is a board member of CSL, the Reserve Bank of Australia, and Wesfarmers said in a recent interview with McKinsey. \u0026ldquo;I remember getting that feeling in a few settings. You then have to work extra hard to build the credibility. And that comes from being able to listen, learn, and respect, which builds the confidence of the organization.\u0026rdquo;\u003c/p\u003e\n[[disruptor1up readnext]]\n\u003ch2\u003ePlaying \u0026ldquo;Big Ball\u0026rdquo;\u003c/h2\u003e\n\u003cp\u003eNew CEOs suddenly find themselves accountable for everything and to everyone. While it is tempting to try to do everything, this is wrong. You need to decide where your effort can have the most impact. To do this well, you need to set clear boundaries and stay extremely disciplined. You must also have the right talent in place to help you\u0026mdash;while being willing to drop underperformers. Finally, you must set an operating rhythm that combines accountability with urgency.\u003c/p\u003e\n\u003cp\u003e\u0026ldquo;It is very easy to feel like you have to work really hard, impress people, and sacrifice the balance in your life. [But] if you have the right balance in your life, you can deal with pretty much anything that comes your way,\u0026rdquo; says Watkins. \u0026ldquo;[Another] piece of advice is to work with great people. All my opportunities and development came from people, not so much the organizations.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003eYour ascension as a new CEO is an unfreezing moment that can catalyze significant institutional renewal. By not making it about you, listening then acting, nailing your firsts, and playing big ball, you\u0026rsquo;ll soon hit your stride.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":"Bloomberg"},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2023-04-10T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003e\u003ca href=\"/our-people/carolyn-dewar\"\u003eCarolyn Dewar\u003c/a\u003e\u003c/strong\u003e is a senior partner, based in McKinsey\u0026rsquo;s Bay Area office. \u003cstrong\u003e\u003ca href=\"/our-people/gautam-kumra\"\u003eGautam Kumra\u003c/a\u003e\u003c/strong\u003e is McKinsey\u0026rsquo;s Asia Chairman, based in the Singapore office.\u003c/p\u003e\n\n\u003cp\u003e\u003cem\u003eThis article, which was produced in partnership with Bloomberg Media Studios, is based on research done for the book, \u003ca href=\"/featured-insights/mckinsey-on-books/ceo-excellence\"\u003eCEO Excellence\u003c/a\u003e, and McKinsey Quarterly article, \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal\"\u003eStarting Strong\u003c/a\u003e, authored by Carolyn Dewar, Scott Keller, Vik Malhotra, and Kurt Strovink.\u003c/em\u003e\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"757BDDBFE94046AFA35A477FC1C2E5BF","name":"Carolyn Dewar","authorTitle":{"value":"Carolyn Dewar"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/carolyn dewar/carolyn-dewar_1743_fc-mask_1536x1152.png","alt":"Carolyn Dewar"},"emailLinks":{"value":"Carolyn_Dewar@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/carolyn-dewar-502b204/"},"description":{"value":"Delivers large-scale performance-improvement programs that foster culture change and counsels senior executives making leadership transitions"},"locations":{"targetItems":[{"name":"Bay Area","displayName":"Bay Area"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"Carolyn Dewar","src":"/~/media/mckinsey/our people/carolyn dewar/carolyn-dewar_1743_fc-mask_988x741.png"},"url":{"path":"/our-people/carolyn-dewar"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"DE12B4CA6D1F4B038BF8A74A7DD392F8","name":"Gautam Kumra","authorTitle":{"value":"Gautam Kumra"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/gautam kumra/gautam-kumra_1536x1152.jpg","alt":"Gautam Kumra"},"emailLinks":{"value":"Gautam_Kumra@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/pub/gautam-kumra/5/492/b06"},"description":{"value":"Chairman of McKinsey’s offices in Asia; helps McKinsey’s clients in Asia create change that matters, by building leading institutions and counselling leaders to deliver transformational change."},"locations":{"targetItems":[{"name":"Singapore","displayName":"Singapore"}]},"firmTitle":{"value":"Senior Partner, and Chair, Asia (ex-China)"},"thumbnailImage":{"alt":"Gautam Kumra","src":"/~/media/mckinsey/our people/gautam kumra/gautam-kumra_988x741.jpg"},"url":{"path":"/our-people/gautam-kumra"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":null,"publicationSource":null,"externalPublication":null,"title":{"value":"Leading Asia: An interview series with the region\u0026rsquo;s top business leaders"},"url":{"path":"/featured-insights/future-of-asia/leading-asia"},"eyebrow":null,"articleType":null,"contentType":{"targetItem":{"name":"Collection"}},"description":{"value":"In our new video series, we ask some of the most influential voices in the region how they are navigating this increasingly complex landscape."},"standardImage":{"src":"/~/media/mckinsey/featured insights/future of asia/insights/leading asia/foa-leading-asia3-1536x1536.jpeg","alt":"origami crane floating on water"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly"}},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Starting strong: Making your CEO transition a catalyst for renewal"},"url":{"path":"/capabilities/strategy-and-corporate-finance/our-insights/starting-strong-making-your-ceo-transition-a-catalyst-for-renewal"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"The best CEOs use the first six to 12 months of their tenure as a moment of great personal transition and institutional renewal. 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