The key is to act swiftly as soon as the appointment is finalised. The first step is to send round an email to every member of staff. For a true belt-and-braces approach, put a notice on the company bulletin board where it will be very visible. One of the worst indicators of internal communications is when staff learn who the new head honcho is from FT.com.
Should details be given of the appointee's background?
The first announcement doesn't have to name the new boss' dog, but staff will want details of the candidate's qualifications and reasons why he or she was chosen. Prepare a more detailed CV including previous jobs, qualifications and family details which can be emailed to staff or posted on the firm's intranet, if you have one.
What's the best way of introducing the boss to staff once he or she has started?
The sooner all employees are aware of where the new boss wants to take the firm, the more likely they are to buy into it
This depends very much on the size of the company, but you should get the new chief executive around all departments as quickly as possible. Directors should be met individually.
A good one-to-one lunch is the best way to get to know each other and find out where everybody fits into the set-up.
What about the rest of the staff?
Whatever you do, don't forget to introduce the new boss to the employees in each department, however lowly. Set up meetings where the new boss can make a short speech and staff have the opportunity to ask questions. The sooner all employees are aware of where the new boss wants to take the firm, the more likely they are to buy into it. It's a good idea to arrange these sessions for late in the afternoon so that the new boss can offer to take everyone to the pub after work.
A new boss would come across as a bad sport if they arranged a holiday to miss the Christmas party
What if the new boss plans major restructuring?
Many new chief executives like to make their mark by carrying out a shake-up. If the new appointment has Greg Dyke-like plans for the firm, it's best to make those clear at the beginning. Plans to close departments, sell off part of the firm or make people redundant need careful handling. The new boss shouldn't hide behind directors but should be as upfront as possible by announcing the key changes him or herself. It's also wise for the new boss to be available to employees who are concerned about their position.
The new boss is recruited externally against a popular internal candidate favoured by staff. How should this be handled?
Staff will feel more secure if there are signs that the status quo is being maintained. Explain clearly why the external candidate got the post, highlighting his or her skills without making the internal candidate seem inadequate. It's important that the external choice becomes familiar to staff as soon as possible. Informal occasions are an ideal way to get to know staff.
A new boss would come across as a very bad sport if they arranged a holiday to miss the Christmas party.
