【正文】 here is an observable lag among the various levels and audiences. It is important for executives to be patient and remember that they, too, moved through the phases at their own pace. The CEO can help ease resistance and support the change process profoundly through enablers such as observable leadership mitment and munication. The CEO is the catalyst for change throughout the anization. The CEO can be very effective by creating a collaborative environment where people are allowed to speak their minds and get their questions answered. The CEO must paint a vivid future and present it for the entire anization with unpromising determination. It is very powerful for a CEO to acknowledge the challenges with change, the need to do things differently to be successful, and to personalize the change back on him or herself stating that “the change begins with me.” “These are my areas of focus, and this is how you will see the change in me demonstrated.” The following are known opportunities for munication at Met Technologies: ? Thank you to the Organization Design Team, giving them your personal impressions and reactions to the work done. Inform them about the ongoing process, the assimilation process with the Group Managers, and when they can expect decisions made and changes to occur. ? Continuous RoadShow Updates at two levels: a) daily to nolessthan weekly voics or conference calls to the Executive Team, and b) weekly s or broadcast messages to the entire anization. This roadshow is an opportunity to create excitement around creation of the new Met Technologies. One suggestion includes a map in the entranceways that depicts the journey and actual movements. ? Regular, monthly updates to the anization as Met Technologies creates its future. Communication should be branded in some new, unfamiliar way to mark the launch of the change process. It has been seven weeks since the announcement, and the anization is hungry for information. Routine, dependable munication vehicles with systemic feedback mechanisms are critical at this time to help sustain momentum and to proactively identify risks. Met Technologies Organization Design 5 Confidential – Met Technologies Corporation EXECUTIVE ORGANIZATIONAL DESIGN OPTIONS The leadership style and effectiveness of an anization are profoundly impacted by the design of the executive level positions including the determination of direct report positions to the CEO. The CEO’s intended span of control and direct influence are key factors when considering these Tier 1 positions. This span can be thought of in terms of depth and breadth. Depth of Span of Control and Direct Influence In its most simple form, the CEO has a continuum of constituents and stakeholders: ? Shareholders and potential investors ? The board ? Clients and customers ? Employees When designing other executive positions, the CEO should consider the extent of energy and focus that each of the above groups warrants. Some CEOs focus the majority of their attention to their shareholders and boards. These CEOs typically put in place some form of Chief Operating Officer to basically drive and run the business. For considering others who would report directly to the CEO, the criteria are their roles and contributions regarding successful management of shareholders and the board. Examples include Chief Financial Officer, Legal Counsel, Public Relations, etc. Other CEOs maintain a very active role with customers and driving future revenue. These CEOs typically have some form of the innovation or sales engine reporting to them. Examples include Research amp。 Communications III. Executive Organization Design 5 Depth of Span of Control and Direct Influence Breadth of Span of Control and Direct Influence CEO’s Role Remendation IV. Group Manager Dynamics and Competencies 7 Group Managers Involvement Executive Leadership and Teaming Competencies V. CEO Checklist 10 VI. Appendix 12 Met Technologies Organization Design 2 Confidential – Met Technologies Corporation INTRODUCTION This supplement is intended to amplify chief executive transition issues from the Organizational Design Project Report, address corporate leadership from a structural perspective, provide guidance relative to Group Manager dynamics and petencies, and act as a checklist to the CEO of Met Technologies. The document has been segmented into five sections as follows: Section Overview Transition Planning amp。 Confidential – Met Technologies Corporation b Organizational Design – CEO Supplement September 1, 2020 Met Technologies Met Technologies Organization Design 1 Confidential – Met Technologies Corporation Table of Contents Page I. Introduction 2 Section Overview II. Transition Planning amp。 Communications 3 Transition Infrastructure Change amp。 Communication This section highlights the transition areas that require attention and immediate action from the CEO. In particular the transition infrastructure is addressed and vital munication opportunities are identified. The individual change process is also addressed from an expectation perspective. Executive Organizational Design Options This section addresses the considerations that a CEO makes when designing the roles and structures of his or her most immediate leadership team. The section also addresses the design of the CEO role itself and specific remendations for Met Technologies. Group Manger Dynamics and Teaming Competencies It is essential that Gro