Executive OnBoarding: A Secret Weapon in the War for Talent
You have won the War for Talent—at least for now. After an extensive (and costly) search, your company is delighted to welcome a new executive—a talented, visionary leader. You are confident that you have chosen well, and that this heavy-hitter will help the organization attain critically important goals.
You have brought this new leader on board expressly to bring about organization change. He has an extensive record of success in his career, including a stint at a top competitor known for its innovation and marketplace agility. Your company also has a long history of success, but you see the need to upgrade your products, services, and processes. This new executive is a sure bet to get that accomplished, right?
Maybe. And that is a qualified maybe.
It is extremely difficult for new leaders, especially those brought in as change agents, to develop the complex knowledge base required for success. It is imperative that they understand the organization (and the people in it) well enough to implement and sustain real, lasting change. New leaders must also pace their entrance into the organization in a way that will emphasize this learning process while simultaneously allowing them to start making important decisions. In doing so, they must temper the understandable desire to quickly prove themselves with the awareness that this sense of urgency may ultimately cause their undoing.
There is a lot at risk. The War for Talent has only begun with this strategic hire. It is not enough to bring an incredible new leader on board—your organization must learn how to hang onto him and optimize his impact.
What if you had a way to dramatically increase the odds of this new leader’s short- and long-term success? A thoughtful and intentional approach to the assimilation of this new leader? Increasingly, organizations are developing structured, organization-wide Executive OnBoarding processes to ensure leadership effectiveness and longevity. A formalized OnBoarding process can cement a new leader’s success. The lack of one can lead to his failure. Abject failure.
Extremely costly failure. One large financial services organization calculated that the cost of hiring a new officer-level leader is at least $380,000. For a top leader in a large corporation, that cost can approach (or exceed) seven figures. Not even considered in these calculations is the cost of intangibles such as the skepticism that develops when a leader and his/her initiatives fail. The cost and difficulty associated with starting up a new change project to replace the failed one. The financial impact that missed opportunities could have on your organization, both short- and long-term.
Recent research in a 100,000+ employee retail organization also demonstrated several other tangible benefits of their Executive OnBoarding process above and beyond their considerable financial savings. They found that their OnBoarding process predicted executive effectiveness on a variety of fronts:
Thorough understanding of business culture and objectives
Increased collaboration and exchange of information among senior leadership team
Effective integration of executive into a leadership role in the functional team
Focused identification and implementation of critical organization initiatives
Increased job satisfaction; and
Decreased likelihood of job turnover.
Without more information, you might be inclined to think that OnBoarding is just an orientation process. In some ways, it is. Effective OnBoarding does help new leaders learn the rules—but in this case, it’s the unwritten rules that they learn about. How to get things done. Who can help (and can’t, or won’t). What to do, and, more importantly, what not to do. However, OnBoarding is about much more than the rules.
A well-structured OnBoarding process helps new leaders develop a deep understanding of, and respect for, the organization as they enter it. It is not a training class. OnBoarding is a six month (or better), systematic approach to developing a strong foundation for future success. In a perfect world, we would let new leaders spend six months just learning about the organization. Unfortunately, we rarely have that luxury. We must ask new leaders to learn about the organization as they do their jobs.
Typically, an ideal OnBoarding process is non-linear and non-sequential. And it is not easy. Effective OnBoarding requires a significant commitment of time and energy. It must be supported organization-wide, and championed by the boss as well as the new leader. As a new leader is assimilated into the organization, OnBoarding simultaneously supports an effective transition at a number of levels: Organizational, Business Unit, Functional, and Personal.
Organizational OnBoarding is an opportunity for new leaders to meet with top executives to learn about organization history and culture, brand identity, strategic direction and initiatives to support current priorities. One organization created such a powerful OnBoarding process that they decided to “retrofit” all 200+ VP-level and above leaders—the bosses released that their new direct reports knew things about the organization of which they were unaware.
Business Unit OnBoarding provides a balance between strategic thinking (as it pertains to the business unit) and the mechanics of organizational functioning. This part of the process creates understanding of the cycle of business meetings and their purpose, provides awareness of business workflow and handoffs, identifies organizational resources and decision-making processes, and facilitates formation of important collegial relationships among top business leaders.
Functional OnBoarding is where new leaders roll up their sleeves and really begin to lead their teams. They assess the function’s capabilities and effectiveness, meet and size up their team, learn from key stakeholders, participate in a structured team assimilation process, and begin creating and implementing initiatives.
Finally, Personal OnBoarding addresses the non-work side of the leader’s life. Many, if not most, high-level hires require relocation of the leader and his/her family. To increase their long-term commitment to your organization, you need to help them put down deep roots in your community. To feel like they belong there. They need help identifying resources. Feeling welcomed by the organization on a personal level.
By addressing the needs of new leaders on these four levels, your company has gained an important business advantage—fully-integrated leadership. If you save one at-risk executive, your process has already paid for itself. And you’ve managed to sidestep the organizational wreckage that can accompany that derailed or failed leader.
Importantly, in addition to the other clear benefits of On-Boarding, it can also become a valuable recruiting tool for your organization. A way to let key candidates know how important they are to you in a way that your competitors can’t. It can become your organization’s secret weapon in the War for Talent.
If you would be interested in how we have helped other organizations assimilate their new management talent,
Please contact;
Walter Sonyi, Jr
1-800-376-8176
walter.sonyi@gigincmail.com
www.gatewayinternationalgroup.com
www.larrymaglin.com
www.lawrencemaglin.com
www.joekran.com
www.josephkran.com
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
Thursday, April 24, 2008
You're in Charge - Now What? Aligning expectations
You're in Charge - Now What? Aligning expectations
Whether you’re coming into a company from the outside or being promoted you’ll have certain expectations about your colleagues, the organizational culture, quality of products and services, relationships with shareholders and competitors and the operating processes. These will help shape your agenda.
Each of your stakeholders also has an idea of what should be accomplished in the first 100 days and how you should go about doing it. If these perspectives don’t align on fundamental points, you’re in for a rocky ride that is likely to end in failure.
Ideally you would have a chance during your candidacy to make sure there is common understanding as to the important issues the company faces, but in reality that’s often not possible. There may not have been the time, especially if you’re entering a company in crisis.
Aligning expectations is crucial. Failing to do so is one of the top 10 traps for the new leader. Agreement on the main issues forms the basis of your future success.
Managing expectations, finding common ground
Managing through a mass of expectations means reassessing your own expectations of success; how things work; your colleagues; problems and how to fix them. This takes skill, insight and patience and the ability sometimes to admit you were wrong, as Tom Ryder, CEO of Reader’s Digest discovered: “I walked in and thought I knew exactly where the problems were and what I was going to do. I turned out to be wrong.”
You also have to align others’ expectations of you. Your reputation will have preceded you and, when you’ve come into a company from outside, others will be weighing you up and comparing themselves to you.
Internal promotion also creates tension. Just because you may have been the heir apparent, this doesn’t mean everyone will accord you credibility.
It’s not only colleagues and employees who’ll be watching you but also the board, wanting to ensure that they made the right choice. Suppliers, too, will want to know how you will affect the status quo while the financial community will vote with their trades. You have to set appropriate expectations for you and your employees and align those expectations to the market.
Assimilation
Many companies provide formal assimilation for new leaders allowing their colleagues and co-workers to exchange concerns and expectations. This offers the new leader a chance to discuss his/her background, leadership style and agenda.
Remember that first impression lays the foundation for future interaction. You should take note, too, of four other precepts:
You don’t have all the answers – and no one expects you to
Address doubts and fears
Neutralize lingering resentment
Don’t disrespect your predecessor
Defining the new reality
As you gather information, your own picture of reality will sharpen giving you a better sense of what the problems are and who you can depend on to help you fix them. At the same time, your actions and decisions will help colleagues form their reality. The two will sometimes differ and a leader who makes decisions on the assumption that his or her reality is the only one, could be in for a shock.
The new reality should be a process of getting agreement on what needs to be done, how to do it and who will be involved.
Without a shared reality, “you’re in the ditch” says Amgen CEO Kevin Sharer. You need to get buy-in for your reality to get the support of the organization behind you.
At first, just listen
When you assume a new role you are in a state of temporary incompetence – you don’t have all the answers and your responsibility is to help produce them. Your most important tool is a questioning mind. Learn about the issues people want you to deal with; the people who can help you; how things work. In the process, your colleagues will learn about you: how you work; how you make people decisions; how you communicate; your strengths and weaknesses; and how you can help the organization’s success.
Before you do anything, listen. Former CEO of Lucent Technologies, Henry Schat: “The first thing you should do if you’re the new person in charge is nothing. Resist the temptation to hit the ground running. It is almost certain to be wrong.”
The initial adrenalin rush makes this difficult but it is important to process information, integrate it with your prior understanding and then cycle it.
Even in a crisis situation, take as long as you can to find out exactly what you need to be doing and to secure the commitment of the people you’re going to need.
Question others on what they think are the real issues – these will typically boil down to a few major concerns. While you listen, you also have the opportunity to build a rapport. Take your questioning outside the company to suppliers, customers, business partners, regulators and the financial community – and the board.
Your questions should cover the market, product, finance, people and processes and the answers will help you refine your understanding of the issues the company faces and what needs to be done.
Conclusion
It may be reassuring to note that studies show that it is not so much what people do that leads to success but rather, that they create certain conditions that allow for the successful execution of that change.
The pace and sequencing of change is considered far less important than the creation of an environment in which change can thrive. In other words, assess your expectations, measure them against reality and then find the common ground that will create the conditions to nurture success.
Walter Sonyi, Jr.1-800-376-8176
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
For More Information:
www.gatewayinternationalgroup.com
www.larrymaglin.com
www.lawrencemaglin.com
www.joekran.com
www.josephkran.com
Whether you’re coming into a company from the outside or being promoted you’ll have certain expectations about your colleagues, the organizational culture, quality of products and services, relationships with shareholders and competitors and the operating processes. These will help shape your agenda.
Each of your stakeholders also has an idea of what should be accomplished in the first 100 days and how you should go about doing it. If these perspectives don’t align on fundamental points, you’re in for a rocky ride that is likely to end in failure.
Ideally you would have a chance during your candidacy to make sure there is common understanding as to the important issues the company faces, but in reality that’s often not possible. There may not have been the time, especially if you’re entering a company in crisis.
Aligning expectations is crucial. Failing to do so is one of the top 10 traps for the new leader. Agreement on the main issues forms the basis of your future success.
Managing expectations, finding common ground
Managing through a mass of expectations means reassessing your own expectations of success; how things work; your colleagues; problems and how to fix them. This takes skill, insight and patience and the ability sometimes to admit you were wrong, as Tom Ryder, CEO of Reader’s Digest discovered: “I walked in and thought I knew exactly where the problems were and what I was going to do. I turned out to be wrong.”
You also have to align others’ expectations of you. Your reputation will have preceded you and, when you’ve come into a company from outside, others will be weighing you up and comparing themselves to you.
Internal promotion also creates tension. Just because you may have been the heir apparent, this doesn’t mean everyone will accord you credibility.
It’s not only colleagues and employees who’ll be watching you but also the board, wanting to ensure that they made the right choice. Suppliers, too, will want to know how you will affect the status quo while the financial community will vote with their trades. You have to set appropriate expectations for you and your employees and align those expectations to the market.
Assimilation
Many companies provide formal assimilation for new leaders allowing their colleagues and co-workers to exchange concerns and expectations. This offers the new leader a chance to discuss his/her background, leadership style and agenda.
Remember that first impression lays the foundation for future interaction. You should take note, too, of four other precepts:
You don’t have all the answers – and no one expects you to
Address doubts and fears
Neutralize lingering resentment
Don’t disrespect your predecessor
Defining the new reality
As you gather information, your own picture of reality will sharpen giving you a better sense of what the problems are and who you can depend on to help you fix them. At the same time, your actions and decisions will help colleagues form their reality. The two will sometimes differ and a leader who makes decisions on the assumption that his or her reality is the only one, could be in for a shock.
The new reality should be a process of getting agreement on what needs to be done, how to do it and who will be involved.
Without a shared reality, “you’re in the ditch” says Amgen CEO Kevin Sharer. You need to get buy-in for your reality to get the support of the organization behind you.
At first, just listen
When you assume a new role you are in a state of temporary incompetence – you don’t have all the answers and your responsibility is to help produce them. Your most important tool is a questioning mind. Learn about the issues people want you to deal with; the people who can help you; how things work. In the process, your colleagues will learn about you: how you work; how you make people decisions; how you communicate; your strengths and weaknesses; and how you can help the organization’s success.
Before you do anything, listen. Former CEO of Lucent Technologies, Henry Schat: “The first thing you should do if you’re the new person in charge is nothing. Resist the temptation to hit the ground running. It is almost certain to be wrong.”
The initial adrenalin rush makes this difficult but it is important to process information, integrate it with your prior understanding and then cycle it.
Even in a crisis situation, take as long as you can to find out exactly what you need to be doing and to secure the commitment of the people you’re going to need.
Question others on what they think are the real issues – these will typically boil down to a few major concerns. While you listen, you also have the opportunity to build a rapport. Take your questioning outside the company to suppliers, customers, business partners, regulators and the financial community – and the board.
Your questions should cover the market, product, finance, people and processes and the answers will help you refine your understanding of the issues the company faces and what needs to be done.
Conclusion
It may be reassuring to note that studies show that it is not so much what people do that leads to success but rather, that they create certain conditions that allow for the successful execution of that change.
The pace and sequencing of change is considered far less important than the creation of an environment in which change can thrive. In other words, assess your expectations, measure them against reality and then find the common ground that will create the conditions to nurture success.
Walter Sonyi, Jr.1-800-376-8176
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
For More Information:
www.gatewayinternationalgroup.com
www.larrymaglin.com
www.lawrencemaglin.com
www.joekran.com
www.josephkran.com
YOUR CAREER IS A BUSINESS—SO RUN IT LIKE ONE!
YOUR CAREER IS A BUSINESS—SO RUN IT LIKE ONE!
Hopers and floaters are everywhere! I see them nearly every day, and I feel for them. What are hopers and floaters? Those are the folks who come into my office wondering what’s happened to their jobs and careers. They've been downsized out, or let go because of personality clashes with supervisors, or their management styles weren't right – and now they're on the outside looking in.
Hopers and floaters have gone through their entire careers hoping they would get a raise, hoping they would get a promotion, and simply floating through their working lives. They've never taken control of their careers and run them like the businesses they are. In short, they didn't become the CEOs of their careers, and do for themselves what CEOs do for companies – assess their strengths, strategically plan their futures and market themselves like a product or service. Thus, on the day of dismissal, or at the end of their working years, they wonder what's happened to what was supposed to be a promising career.
So, how can such a calamity be avoided? Well, there are eight keys to running a career like a business, and thus not becoming a hoper and floater.
Realize your career is your own small business – don't turn it over to anyone else to run. Take control of your own working life. Don't assign its management to your boss, your boss' boss, your spouse or a human resources department. If you hand it over to others, they will run it to their best advantage, not yours. Instead, turn it over to YOU, INC.
Define who you are and what you can offer. This means discovering your interests and strengths. It's certainly what any successful business does. There's an old saying, "you do best what you best like to do." In other words, you must find your passion – what you really love to do – and go do it. Your strengths probably help you accomplish your interests; they are “how” you get things done. For example, those who love selling or acting have persuasive strengths. Accountants who love what they do are good with numbers and detail. Graphic artists who are passionate about their work can see interrelationships of size, color and shape.
Know your customer/employer. If you run a business, you'd better know your target customers, as well as their needs. So it is with employers. You must decide to whom you will sell your expertise and for how much money. Obviously, you'll choose an employer that has a problem you can solve, or a situation or issue you can help resolve. Then you must decide what that's worth. However, when that task is finished, either find another, or find another organization with a problem you can help fix.
Understand your "value added" issues. Why should a customer buy from your business? Is it high quality you offer, low price, great service? An employer will buy from you on the same basis. What are the qualities that make what you offer unique? These are what you probably do better than most other people. You must become articulate in marketing these features to those hiring.
Quality and customer/employer satisfaction are paramount for your success. If customers are not satisfied with your product or service, as well as with the buying experience, they will go elsewhere. An employer also will shop elsewhere if your service isn't up to expected standards. And that goes for a boss or others in the organization with whom you work. A cooperative attitude, timely delivery, quality of work, ethics and all the other aspects of "a good experience" add up to whether folks want to come back to you again. If they don't, you'll be out of business as an owner, or out of work as an employee.
Know what's happening in your industry, as a business owner or an employee. Is your industry growing, shrinking or stagnant? Individual businesses and careers can boom in any one of these scenarios, but only if they are carefully planned. Thus, strategic planning is a must, whether you are a business owner or an employee. For example, if industry growth is occurring, go to the area of fastest growth. If shrinkage or stagnation is the story, businesses and careers can prosper if small niche sectors can be found to provide growth, or if problems causing the shrinkage/stagnation can be solved.
Be your own R&D department – keep your skills at cutting edge at all times. If you own a business, you must constantly bring out new, better, higher quality products and/or services. The same is true with managing your career. You must go back to school continually to learn new skills, methods, techniques, strategies and tactics. This is true whether you’re a senior manager, a security guard, or any function in-between. Always remember, be as good as you can be, because there's always a competitor behind you that may have more and better skills.
Always be able to change direction. This means be ready to start a new business or career when the time is right. If a business is failing and it can't be saved, get out! Sell what you can and start something new. If you're an employee in a failing organization and it can't be saved, don't go down with the ship, get out! If your career is soon to be outmoded due to technology, get retrained and move into a growth industry and function. If a reorganization and/or a downsizing is coming, and you aren't absolutely indispensable (and very few of us are!), begin looking for opportunities elsewhere. This way, you'll have some choices available should the ax fall.
If you follow these eight keys to running both a business and career, and if you truly become your own CEO, you'll never be a hoper and a floater. Instead, you'll be using solid business practices to successfully manage YOU, INC.
We at Gateway International take great pride in providing Coaching services to assist individuals in successfully managing their careers. If you would like to discuss these issues, please contact;
Walter Sonyi, Jr.1-800-376-8176walter.sonyi@gigincmail.com
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
Hopers and floaters are everywhere! I see them nearly every day, and I feel for them. What are hopers and floaters? Those are the folks who come into my office wondering what’s happened to their jobs and careers. They've been downsized out, or let go because of personality clashes with supervisors, or their management styles weren't right – and now they're on the outside looking in.
Hopers and floaters have gone through their entire careers hoping they would get a raise, hoping they would get a promotion, and simply floating through their working lives. They've never taken control of their careers and run them like the businesses they are. In short, they didn't become the CEOs of their careers, and do for themselves what CEOs do for companies – assess their strengths, strategically plan their futures and market themselves like a product or service. Thus, on the day of dismissal, or at the end of their working years, they wonder what's happened to what was supposed to be a promising career.
So, how can such a calamity be avoided? Well, there are eight keys to running a career like a business, and thus not becoming a hoper and floater.
Realize your career is your own small business – don't turn it over to anyone else to run. Take control of your own working life. Don't assign its management to your boss, your boss' boss, your spouse or a human resources department. If you hand it over to others, they will run it to their best advantage, not yours. Instead, turn it over to YOU, INC.
Define who you are and what you can offer. This means discovering your interests and strengths. It's certainly what any successful business does. There's an old saying, "you do best what you best like to do." In other words, you must find your passion – what you really love to do – and go do it. Your strengths probably help you accomplish your interests; they are “how” you get things done. For example, those who love selling or acting have persuasive strengths. Accountants who love what they do are good with numbers and detail. Graphic artists who are passionate about their work can see interrelationships of size, color and shape.
Know your customer/employer. If you run a business, you'd better know your target customers, as well as their needs. So it is with employers. You must decide to whom you will sell your expertise and for how much money. Obviously, you'll choose an employer that has a problem you can solve, or a situation or issue you can help resolve. Then you must decide what that's worth. However, when that task is finished, either find another, or find another organization with a problem you can help fix.
Understand your "value added" issues. Why should a customer buy from your business? Is it high quality you offer, low price, great service? An employer will buy from you on the same basis. What are the qualities that make what you offer unique? These are what you probably do better than most other people. You must become articulate in marketing these features to those hiring.
Quality and customer/employer satisfaction are paramount for your success. If customers are not satisfied with your product or service, as well as with the buying experience, they will go elsewhere. An employer also will shop elsewhere if your service isn't up to expected standards. And that goes for a boss or others in the organization with whom you work. A cooperative attitude, timely delivery, quality of work, ethics and all the other aspects of "a good experience" add up to whether folks want to come back to you again. If they don't, you'll be out of business as an owner, or out of work as an employee.
Know what's happening in your industry, as a business owner or an employee. Is your industry growing, shrinking or stagnant? Individual businesses and careers can boom in any one of these scenarios, but only if they are carefully planned. Thus, strategic planning is a must, whether you are a business owner or an employee. For example, if industry growth is occurring, go to the area of fastest growth. If shrinkage or stagnation is the story, businesses and careers can prosper if small niche sectors can be found to provide growth, or if problems causing the shrinkage/stagnation can be solved.
Be your own R&D department – keep your skills at cutting edge at all times. If you own a business, you must constantly bring out new, better, higher quality products and/or services. The same is true with managing your career. You must go back to school continually to learn new skills, methods, techniques, strategies and tactics. This is true whether you’re a senior manager, a security guard, or any function in-between. Always remember, be as good as you can be, because there's always a competitor behind you that may have more and better skills.
Always be able to change direction. This means be ready to start a new business or career when the time is right. If a business is failing and it can't be saved, get out! Sell what you can and start something new. If you're an employee in a failing organization and it can't be saved, don't go down with the ship, get out! If your career is soon to be outmoded due to technology, get retrained and move into a growth industry and function. If a reorganization and/or a downsizing is coming, and you aren't absolutely indispensable (and very few of us are!), begin looking for opportunities elsewhere. This way, you'll have some choices available should the ax fall.
If you follow these eight keys to running both a business and career, and if you truly become your own CEO, you'll never be a hoper and a floater. Instead, you'll be using solid business practices to successfully manage YOU, INC.
We at Gateway International take great pride in providing Coaching services to assist individuals in successfully managing their careers. If you would like to discuss these issues, please contact;
Walter Sonyi, Jr.1-800-376-8176walter.sonyi@gigincmail.com
For More Information:
http://www.gatewayinternationalgroup.com/
http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/
Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann
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