New CCOs need an ongoing Value Proposition that defines their roles in the longest-term, most institutional context possible. Even as the CCO builds alliances (as we discussed in the first installment of this article), he or she should be refining that message in terms of what’s best for the company – why the company benefits from a strong compliance group (both culturally and in terms of business performance and share valuation), and why you are personally equipped to lead the mission (don’t be shy).
Craft that Value Proposition as an elevator speech and practice it 24/7. Be ready to deliver it on cue, but don’t sound like an automaton when you do so. Have a First 100 Days plan drawn up and happily share it, verbally or as a document, with those whose support you seek. The more specificity they see, the less vague anxiety, and the more tangible enthusiasm, they’ll feel.
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