The Cribsheet

In this episode of The Cribsheet, Clarissa Sowemimo-Coker and Meg Lovell get honest about the reality of running a business after listing on the public markets. Unexpected demands, new metrics to measure, managing communications with people whose opinions suddenly matter a great deal.They look at the impact of a new reporting cadence, how to avoid it driving your strategy in a completely new direction, and how to manage the tensions of key stakeholders who feel cut off from information flow. The shift from running the business and managing a small, private group of interested parties to spending your days in a very public-facing role is intense, and Clarissa shares her first-hand experience of how to thrive in this new role.Key TakeawaysPost-IPO, there are a new group of important stakeholders to manage, from analysts, investors, to press- developing these relationships is crucialHow to be proactive in communicating news and results, and the impact a quarterly reporting cadence will have on your strategyKey metrics that matter to listed companies, what they tell you, and why they’re importantManaging shifting boardroom dynamics when everyone feels much more exposedA toolkit for post- IPO life, including developing your equity story, managing comms, and building the right team around youEpisode Highlights03:00: Key stakeholders - institutional investors, analysts, Board, PR, retail investors06:00: Board dynamics shift in a publicly listed company, and common issues that arise07:30: Advice for engaging with press and PR as a newly-listed company09:00: Managing relationships with stakeholders who feel cut off from information flow11:00: Key metrics - Share Price and Market Capitalisation14:00: Trading volume and volatility, benefit of healthy trading volume, narrow bid-ask spread18:45: Quarterly reporting and the importance of having good news to release23:00: How to lean into new demands and not allow your strategy to be pulled off-course26:30: Listed Exec life - much more external focus, must have a good team to run the business28:00: New skill sets to develop - communication, investor management, you are the shop front‌About the HostsClarissa works with leaders on high-stakes decisions after a career as a lawyer, COO and a public market CEO. Meg is a Fractional CEO and negotiation expert.End CreditsFind and connect with us on LinkedIn:Meg: https://www.linkedin.com/in/meg-lovell-strategyClarissa: https://www.linkedin.com/in/clarissasowemimocokerThis episode was written and recorded by us, and produced by Lucy Lucraft (http://lucylucraft.co.uk ).If you enjoyed this episode please leave a 5* rating and review - and hit the 'follow' button!

In this episode of The Cribsheet, Clarissa Sowemimo-Coker and Meg Lovell break down the pre-Initial Public Offering (IPO) process, highlighting pitfalls and myths, and what people never see coming.They discuss reasons for an IPO beyond the obvious ones, the invisible forces and personalities that may shape a decision to list, and what steps you can take early on to prepare.Timing, governance, and managing complex processes with stretched teams are a huge challenge in the IPO process, and Clarissa and Meg deliver insights and tips to help you enjoy the ride.Key TakeawaysUnderstand why you’re doing this - investors, advisors, individuals all have their motivations, and what’s best for them may not be what’s best for the companyTiming is crucial, and there are multiple factors at play - including some non-obvious onesGet organised early, even though it’s unglamorous - you will look like a rock star laterEpisode Highlights02:00: The obvious and not-so-obvious reasons for an IPO05:00: Facing pressure from advisors and interested parties who have their own motivations09:00: How to choose advisors and think about who is taking on what roles10:50: Timing- how long will it take to IPO?12:00: Considering macroeconomic factors, and the preparation of fully audited accounts15:00: The unglamorous preparation work- will serve you well in the end17:00: Be ruthless in interrogating the timetable and what inputs are required, from whom22:50: Marketing and communications preparation24:00: Top tips for navigating this- get help early on, from your team and externally27:00: Explaining common IPO myths, and realityAbout the HostsClarissa works with leaders on high-stakes decisions after a career as a lawyer, COO and a public market CEO. Meg is a Fractional CEO and negotiation expert.End CreditsFind and connect with us on LinkedIn:Meg: https://www.linkedin.com/in/meg-lovell-strategyClarissa: https://www.linkedin.com/in/clarissasowemimocokerThis episode was written and recorded by us, and produced by Lucy Lucraft (http://lucylucraft.co.uk ).If you enjoyed this episode please leave a 5* rating and review - and hit the 'follow' button!

Welcome to Episode 2 of The Cribsheet, where hosts Clarissa Sowemimo-Coker and Meg Lovell walk through their process for making career-defining decisions, delivering projects, and how to build the stakeholder support you’ll need to get things over the line.Meg and Clarissa discuss why you need to convince yourself first before attempting to win support for your decision, including how to do a risk assessment without getting bogged down in the negatives, why linking everything back to your strategy is crucial, and how to listen to your gut and distinguish between pattern recognition and an emotional reaction.How and why stakeholder mapping is essential, the impact that timing can have on gaining approval- they break down each factor involved and also talk through why building your own political capital is crucial, how to do it, and how to spend that capital once you’ve got it.If you’ve got the role, and now you need to deliver - this episode is for you.Key TakeawaysConvince yourself first - cut out the noise, and design a process you can return to when you need to assess how to move forward with big decisionsListen to your gut- sit with discomfort and look at why you’re feeling that way. A quiet and persistent feeling should not be ignoredDon’t skip risk analysis because it feels “negative”- your job as a leader is to assess risk, and then motivate your team to move forward positivelyMap your stakeholders - who your key decision makers are, and who THEY are listening toYou are not just selling the decision, you are selling the process around it - the more you try to shortcut things, the more likely you are to failTiming - get familiar with the factors that will influence your stakeholders’ thinkingGrow your political capital - build it as an ongoing habit, and spend it wiselyConsider privilege - some people can build political capital more easily than others. If you’re in the room, and in a position to support someone who has less access, listen to them and use your voice in supportEpisode Highlights01:52: “Convince yourself first”- how to lay the groundwork for good decision-making05:10: “Gut feel” and how to ground yourself in the decision07:00: The tension between risk analysis and being a positive, championing force09:18: Why you need to “show your work” and how to actually assess risk12:15: On advising a household name PLC to walk away from a deal, and the lesson learned13:30: Stakeholder mapping, and why a decision can’t just be judged on its merits15:56: Skipping steps = decisions go the wrong way - sell your process, not just the decision16:48: Pro tip - link decisions back to something they’ve already bought into17:15: Timing factors to consider, and how timing can make or break a decision20:22: Manage your own ego - don’t feel undermined by pressure22:09: What is political capital and how to build it29:46: On privilege, being mindful of who has it, and how to support others‌About the HostsClarissa works with leaders on high-stakes decisions after a career as a lawyer, COO and a public market CEO. Meg is a Fractional CEO and negotiation expert.End CreditsFind and connect with us on LinkedIn:Meg: https://www.linkedin.com/in/meg-lovell-strategyClarissa: https://www.linkedin.com/in/clarissasowemimocokerThis episode was written and recorded by us, and produced by Lucy Lucraft (http://lucylucraft.co.uk ). If you enjoyed this episode please leave a 5* rating and review - and hit the 'follow' button!

Welcome to the first episode of The Cribsheet, where Clarissa Sowemimo-Coker and Meg Lovell unpack how to navigate the first 90 days of a new leadership or C-suite role - that key promotion that comes without a handbook! Discussing internal and external measures of success, they talk through how new leaders can build clarity, confidence and momentum, balance listening with taking action, decision fatigue and the unexpected challenge of building a new identity as a leader.Over-preparing, resistance within teams, and staying in your comfort zone - they acknowledge the pitfalls, and share their experience on alignment, successful communication, and the value of external advisors. A must-listen for anyone facing the exciting, yet daunting leap into senior leadership.Key takeaways30/60/90 day framework - gathering data (listen), making well-framed decisions (decide), communicating to consolidate the team (align).Shifting your mindset to internal measures of success and holding yourself accountable, now that the buck stops with you.How to eliminate team conflict and misalignment early on, without becoming defensive‌Building an external network of expert supportOver-preparation only feeds your imposter syndrome - be honest with where your strengths and weaknesses lieEpisode highlights01:52: The identity "wobble" and shifting from delivery to accountability.‌03:55: Why you need a support network outside of your company.06:50: The necessity of maintaining boundaries and finding "appropriate containers" for sharing.‌09:35: Managing decision fatigue and the weight of being the final call.12:15: How to balance risks in areas outside of your expertise.18:40: A deep dive into the 30/60/90-day framework.‌27:45: Common pitfalls: Over-preparing and staying stuck in your old function.31:50: The importance of offering clear recommendations instead of a "suite of options".‌About the HostsClarissa works with leaders on high-stakes decisions after a career as a lawyer, COO and a public market CEO. Meg is a Fractional CEO and negotiation expert.End CreditsFind and connect with us on LinkedIn:Meg: https://www.linkedin.com/in/meg-lovell-strategyClarissa: https://www.linkedin.com/in/clarissasowemimocokerThis episode was written and recorded by us, and produced by Lucy Lucraft (http://lucylucraft.co.uk ). If you enjoyed this episode please leave a 5* rating and review - and hit the 'follow' button!