TRAILING PARTNER - CAREER ASSISTANCE
MAKING THE DIFFERENCE IN RECRUITING!
The compensation package was of the first order, the salary was at the top of the range, the benefits were not just competitive, but cutting edge, the sign-on bonus was handsome and the stock options would make anyone sit up and take notice.
The accompanying relocation package you offered the candidate also was progressive, included home search advising, and expenses, interim living and temporary commuting expenses, a home sale plan, new home closing costs, shipment of household goods and related moving expenses.
The cultural and recreational amenities in your geographic area beckoned as well, boasting of picture perfect seacoasts and green mountains, fine schools, museums and gourmet restaurants.
The offer letter went out to your most preferred candidate, the individual who most understood your company’s needs, who most conveyed leadership skills, the one your decision-makers believed most capable of unfolding and implementing a vision for growth.
But the response, a not-so-uncommon one in today’s world of dual-career couples, came back from the candidate, simply and with finality: “At this time, I am unable to make the commitment to relocation.”
“Leading the list of reasons a candidate declines a job and relocation offer,” says Larry Maglin, COO with Gateway International, “is the ambiguous impact such a move may have on the career of that candidate’s partner. Accepting an outstanding new position by one individual may unavoidably undermine the career path of that individual’s partner.”
“Mergers, acquisitions, corporate downsizing and reorganizations have contributed to the increased number of relocations occurring nationwide,” he adds, “and that means many more partners are confronted with a temporary career disruption of their own and subsequent feelings of loss and uncertainty.”
The decision to relocate for a new job always involves a variety of factors, but the difference between a candidate accepting or declining an offer may come down to the availability of a corporate-sponsored service, called partner career assistance, provided by Gateway International.
“The concept of partner career assistance generally means comprehensive career assistance for the partner of an individual who decides to relocate for a new position,” says Mr. Maglin, who added that The Gateway International has been offering career consultation and coaching for trailing partners and spouses for over a decade. (Some companies’ policies limit these services to a spouse only and not to an unmarried partner.) He adds that partner career assistance can add significant weight to a company’s relocation package by addressing a major area of potential stress for a relocating couple and thereby strengthens that firm’s recruitment efforts.
Arnie Miller, co-founder of Isaacson Miller, a national retained search firm based in Boston, states, “Not only can partner career assistance make a difference to a candidate considering relocation, it sometimes becomes necessary in order to close a deal.” Mr. Miller, whose search firm has a partners’ policy coupled with its retained searches, says he knows first hand the challenges of embarking on a job search in a new city. He himself was once a trailing spouse.
“Successful recruiting of exceptional candidates does not always come down to dollars,” continues Mr.. Maglin, “but to things that affect the quality of life of a couple.” Partner career assistance tells partners that their career is important too. Partner career assistance programs typically are based on a one-on-one instructional approach to conducting a job search. For those partners conducting an immediate job search, Mr. Maglin states that the program provides them with private offices, telephone and voice mail, administrative support, job market information and seminars that teach the effective use of technology in the job search. Or provides the same level of service through their GIG@HOME, which offers the same level of service but in the convenience of their homes.
Mike Carey, former Senior VP Human Resources for Johnson & Johnson, says his firm has benefited from providing career partner services to employees recruited for company transfers. “The career assistance program has become an important element in supporting corporate relocation,” he states, “This one benefit often makes the critical difference in whether an employee accepts or rejects a key corporate transfer.”
For More Information:http://www.gioip.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 and Rick Spann
Monday, July 27, 2009
Leadership Best Practices for Sales Managers
Leadership Best Practices for Sales Managers
The results of a recent global study of 1988 sales managers identify key leadership practices tied to effectiveness.
Effective Practices for Sales Managers
The success of organizations depends to a significant degree on the activities of sales managers. But what do we really know about effective leadership among sales managers?
Gateway International, a global leader in assessment-based individual and organizational development, has been studying leadership empirically for over four decades. In a recent global study of leadership effectiveness among sales professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1988 sales managers from over 450 organizations were included in the current study. Each leader completed Gateway's LEA 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
> Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
> Clearly express their thoughts and ideas, keeping others informed of their expectations.
> Maintain in-depth knowledge and expertise in their area.
> Energize others, getting them enthusiastic and involved.
> Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
> Demonstrate an active concern for others and form supportive relationships.
> Use effective persuasion to build commitment to their ideas and initiatives.
> Set deadlines and monitor the progress of activities to ensure success.
For More Information:http://www.gioip.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 and Rick Spann
The results of a recent global study of 1988 sales managers identify key leadership practices tied to effectiveness.
Effective Practices for Sales Managers
The success of organizations depends to a significant degree on the activities of sales managers. But what do we really know about effective leadership among sales managers?
Gateway International, a global leader in assessment-based individual and organizational development, has been studying leadership empirically for over four decades. In a recent global study of leadership effectiveness among sales professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1988 sales managers from over 450 organizations were included in the current study. Each leader completed Gateway's LEA 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
> Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
> Clearly express their thoughts and ideas, keeping others informed of their expectations.
> Maintain in-depth knowledge and expertise in their area.
> Energize others, getting them enthusiastic and involved.
> Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
> Demonstrate an active concern for others and form supportive relationships.
> Use effective persuasion to build commitment to their ideas and initiatives.
> Set deadlines and monitor the progress of activities to ensure success.
For More Information:http://www.gioip.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 and Rick Spann
Monday, August 25, 2008
IT’S OK IF YOUR MANAGERS DON’T ALWAYS FUNCTION AS A TEAM!
“If they could just function as a team” often seems to be the perceived solution to many business challenges. Who among us has not wished that our direct reports or peers or superiors work better as a team so that strategies become easier to execute or problems more readily solved? But if you were to speak with most employees, the common perception they would have is that the managers in their department, division or, for that matter, in the company do not function well as a team. They often see individual goals, petty differences, and conflicting objectives as getting in the way of their managers acting as one mind, with one objective without regard to personal gain. Moreover, they would shake their heads incredulously at the notion that their managers could ever develop into a cohesive team on a consistent basis!
THEY HAPPEN TO BE RIGHT. The entire workforce of any large and complex organization can never function as a team, but think about how often executives refer to their company as such. And even more important, it is not necessary or even desirable to a group of managers to always function as a team. Now I know this idea goes against the mind set of most Human Resources professionals and enlightened line management. But this is certainly not a new concept; others have effectively argued this very notion. To better illustrate this concept, we need to first consider how a manager’s job, whether it is an executive or first-line one, is generally structured.
In practice, the overall goals of a corporation are segmented into compartments for maximum efficiency. A company organizes managers to take full advantage of their experience and skills. Manufacturing executives generally only focus on production issues, R&D executives generally focus on research and development efforts, etc. Of course there has to be activity and coordination between departments (R&D has to develop products that can be manufactured on a volume scale), but the reward systems are structured more to stimulate individual, rather than group performance. As manager become more efficient and productive, they become more valuable. They are then given better raises and responsibility for more people and company assets.
This structure is desirable because abstract goals such as “maximize the company’s or “implement the company’s strategy” are too broad to provide the appropriate focus or mutual accountability that is necessary for a real team effort. Without this type of structure, companies, their divisions and their departments would get very little accomplished. Deciding on strategy, getting things done in a timely fashion, taking maximum advantage of specific expertise and skills would all suffer. The company over time will cease to exist or will be gobbled up by another because of poor execution and efficiencies.
On the other hand teams are usually defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, a group approach for which they are held mutually accountable and where rewards are given out on a group basis. The structure of a team is often diametrically different to the traditional Corporate construction.
Several ingredients must be present for a group to be truly labeled as a team:
A specific, tangible goal or purpose that the team itself obtains
Shared leadership roles
Mutual accountability
Group incentives and rewards
Collective work products
Yet no one is understating the importance of team efforts. In fact, as companies are confronted with the need to manage change across their organizations to successfully compete on a global level, the need for more teamwork will be necessary. Teams will become the driving force for success because they can cut though the established bureaucracy, resistance to dynamic change, and limited diversity in skills and knowledge of a homogeneous group.
But this does not mean that teams will or should crowd out individual opportunity, performance or formal hierarchy and process. Rather, teams will enhance existing structures, effort and leadership, rather than replace them. A team opportunity exists anywhere traditional structure, hierarchy or organizational boundaries inhibit optimum results.
Thus, for example, product innovation requires preserving functional excellence while eliminating functional limitations through cross functional team efforts. And first line productivity requires preserving directional and guidance through hierarchy while drawing on the benefits of teamwork. Specific goals, such as getting a new product to market in less than half the traditional time, resolving customer complaints within 24 hours, or reducing error rates by 1/3, trimming costs by 15% are all appropriate for team efforts.
On the other hand, when teams lack that specific, singular purpose, they rarely are effective. This waste of time, energy and talent can be seen in instances such as “quality circles” that could never identify specific quality improvement goals.
The challenge for all executive and human resources leaders is to preserve the traditional hieratical corporate structure where the benefits of individualism, specialization and command control are realized while taking advantage of the vital and discrete work products and results that can only come about through the joint contributions of their teams members. For a company to be successful in this ever increasingly competitive environment, it must do both well!
Company officials must ensure that both hieratical and team groups are structured and function in a manner to allow its individuals to truly feel engaged and motivated to maximize their contributions. And they need to create an environment where individuals can seamlessly migrate from one group type to another.
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
THEY HAPPEN TO BE RIGHT. The entire workforce of any large and complex organization can never function as a team, but think about how often executives refer to their company as such. And even more important, it is not necessary or even desirable to a group of managers to always function as a team. Now I know this idea goes against the mind set of most Human Resources professionals and enlightened line management. But this is certainly not a new concept; others have effectively argued this very notion. To better illustrate this concept, we need to first consider how a manager’s job, whether it is an executive or first-line one, is generally structured.
In practice, the overall goals of a corporation are segmented into compartments for maximum efficiency. A company organizes managers to take full advantage of their experience and skills. Manufacturing executives generally only focus on production issues, R&D executives generally focus on research and development efforts, etc. Of course there has to be activity and coordination between departments (R&D has to develop products that can be manufactured on a volume scale), but the reward systems are structured more to stimulate individual, rather than group performance. As manager become more efficient and productive, they become more valuable. They are then given better raises and responsibility for more people and company assets.
This structure is desirable because abstract goals such as “maximize the company’s or “implement the company’s strategy” are too broad to provide the appropriate focus or mutual accountability that is necessary for a real team effort. Without this type of structure, companies, their divisions and their departments would get very little accomplished. Deciding on strategy, getting things done in a timely fashion, taking maximum advantage of specific expertise and skills would all suffer. The company over time will cease to exist or will be gobbled up by another because of poor execution and efficiencies.
On the other hand teams are usually defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, a group approach for which they are held mutually accountable and where rewards are given out on a group basis. The structure of a team is often diametrically different to the traditional Corporate construction.
Several ingredients must be present for a group to be truly labeled as a team:
A specific, tangible goal or purpose that the team itself obtains
Shared leadership roles
Mutual accountability
Group incentives and rewards
Collective work products
Yet no one is understating the importance of team efforts. In fact, as companies are confronted with the need to manage change across their organizations to successfully compete on a global level, the need for more teamwork will be necessary. Teams will become the driving force for success because they can cut though the established bureaucracy, resistance to dynamic change, and limited diversity in skills and knowledge of a homogeneous group.
But this does not mean that teams will or should crowd out individual opportunity, performance or formal hierarchy and process. Rather, teams will enhance existing structures, effort and leadership, rather than replace them. A team opportunity exists anywhere traditional structure, hierarchy or organizational boundaries inhibit optimum results.
Thus, for example, product innovation requires preserving functional excellence while eliminating functional limitations through cross functional team efforts. And first line productivity requires preserving directional and guidance through hierarchy while drawing on the benefits of teamwork. Specific goals, such as getting a new product to market in less than half the traditional time, resolving customer complaints within 24 hours, or reducing error rates by 1/3, trimming costs by 15% are all appropriate for team efforts.
On the other hand, when teams lack that specific, singular purpose, they rarely are effective. This waste of time, energy and talent can be seen in instances such as “quality circles” that could never identify specific quality improvement goals.
The challenge for all executive and human resources leaders is to preserve the traditional hieratical corporate structure where the benefits of individualism, specialization and command control are realized while taking advantage of the vital and discrete work products and results that can only come about through the joint contributions of their teams members. For a company to be successful in this ever increasingly competitive environment, it must do both well!
Company officials must ensure that both hieratical and team groups are structured and function in a manner to allow its individuals to truly feel engaged and motivated to maximize their contributions. And they need to create an environment where individuals can seamlessly migrate from one group type to another.
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
Nailing It
How to Cement Your Success in a New Leadership Role
So you're starting a new job soon. It seems like a great opportunity-a good fit between your skills, goals, and the organization's needs. That alone should increase the likelihood of your success, right?
Perhaps. For new leaders, the stakes are very high. A recent study by The Center for Creative Leadership revealed that about 40% of new management hires fail within their first 18 months on the job. Corporate expectations of new leaders are high as well, and are often unclear at best. Or conflicting. Or hidden altogether. Walking into a job in a new organization is like traveling to a foreign country-one where you don't speak the language or know the laws. As an outsider, you are at an extreme disadvantage. Even the best due diligence in your research before taking this job will do little to prepare you for the realities you face once in position.
What can you do to "nail it?" To build a solid foundation for your success, you must be intentional about your On Boarding process. Build and continually adapt a strategy for successful assimilation from the moment you become interested in the organization.
Successful On Boarding is a study in paradox. To be effective in your transition, you must focus on learning, rather than demonstrating your worth. Build alliances while not becoming overly political. Seek to improve the organization without devaluing what already exists. Gain the credibility to be allowed to enact decisions that should, by rights, be yours to make. Even, or perhaps especially, if you mandate is to bring about radical change, you must approach your On Boarding with the sophistication of an anthropologist studying a foreign culture (and the caution of someone who is unsure whether the natives are armed and dangerous).
Be clear about one thing. With or without an On Boarding process, your fate in a new leadership role is, for better or worse, typically sealed within your first three months. If you fail to establish a toehold for yourself, it may take 12 - 18 months before you know it. But the organization knows it. You are being observed and evaluated from the moment of your first interview. Organizational members are judging whether or not you "get it", and making decisions about the ways they will work to either support or undermine your success.
A recent Gateway International Group survey of 826 Human Resources leaders identified ineffective peer relations, role confusion, lack of internal political skills, and failure to meet key objectives as the four strongest predictors of new leader derailment. What is the best way to get out in front of organizational judgment and avoid those pitfalls? The obvious answers - build strong peer relations, get role clarity, be savvy about the political climate, and meet your performance goals - are not as easily accomplished as they sound. If you're lucky, your new organization will have a structured Executive On Boarding process that can assist you - one that guides you through the series of transitions you will experience within the unique context of your company's business climate.
Importantly, Executive On Boarding is not the same as employee orientation. A typical orientation process is event-based and short-lived (often totaling no more than eight hours of training), providing a high-level company overview and access to basic information. An effective Executive On Boarding process is different in several important ways - it is broader in scope, interactive, more structured, covers a longer time period, and is customized to focus your learning on the areas of greatest import to your new role. With a structured Executive On Boarding process, your chances of successful assimilation increase, and you are more likely to be happy and effective in your new job. Without it, your learning process as a new leader will be marred by the fallout of highly public trial-and-error learning.
Whether or not your organization uses a structured approach to Executive On Boarding, build a plan for your transition and enlist support for it. In partnership with your boss, you need to gather and integrate information to smooth your assimilation at four levels: your corporation, your business unit, your function, and your personal/family life. In doing so, you will achieve greater role clarity, develop an understanding of the organization and its expectations of you, and build a topographical "map" of the new land you are exploring.
In learning about your corporation, strive to build an in-depth understanding of the history of the company (both public and private knowledge), its key initiatives, and the results achieved. Identify the short- and long-term priorities of the leadership team. Immerse yourself in the Brand. How was it conceived? Communicated? To what extent do you think the brand image the company projects is aligned with how it is perceived in the marketplace? Meet the key leaders, especially those in areas related to your own. Much as an anthropologist would, study the culture. What are the norms (both stated and unstated) for leadership and other behavior? What is forbidden? Why? What differences do you notice between successful and unsuccessful leaders in your new corporation? How does the company measure and talk about success?
In your business unit, many of your On Boarding activities will mirror the things you've learned at the corporate level. The primary difference here is the level of detail. Study the business decision-making processes. Identify and become fluent in the financial language of your business unit. Attend all senior-level business cycle meetings, and then whittle down a list that you should regularly attend. If you're studying past initiatives, ask for post-mortems from people who led those efforts. Glean their lessons learned. Learn about the work done by their functional areas, the handoffs to your areas, and their assessments of your area and team. Ask their advice, speaking both generically and specifically. Importantly, during this process, you need to share and test your impressions with your boss, gaining mid-course corrections that will support greater long-term success in your role.
Your functional On Boarding is where you will roll up your sleeves and really dig into the work processes used in your area. Again, learning about context and history is key. Be cautious about forming and sharing a vision for your team until you have gained enough information to make others feel valued (and you feel well-grounded) in your decision-making. Resist the temptation to "fix" things until you truly understand the underlying issues. Size up your team and their capabilities (and aspirations). Ask to see samples of their work. Find out what they'd do to improve the effectiveness of your area. Visit with key vendors and external partners, and learn from their perspective. Slowly, after several sounding board sessions with your boss, formulate the beginnings of a plan for your group. Put accountabilities into place. Monitor progress and make adjustments as needed.
Finally, do not overlook the importance of personal On Boarding. Most executive transitions require relocation, and poorly handled relocation can have devastating consequences for executives and their families. Spend the time to find a neighborhood that meets the needs of all family members. Search out churches and clubs that provide social support and a sense of community. Align yourself with charitable organizations that match your personal values, and accept leadership roles where offered. Additional, well-planted family roots can help you weather the vagaries of a demanding executive role. Recognize that it is a transition process, and that your family may not truly feel at home for a year or more. Do all you can to make your new house a home.
By focusing your On Boarding at these four key levels, you will be demonstrating real commitment to your success in your new role. And you will be greatly enhancing your chances of "nailing it". When doing so, please remember to frequently consider the paradoxical nature of On Boarding. Don't worry about demonstrating that you are worth the six-figure hiring bonus-be concerned about developing the knowledge and ability to really add value long-term.
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
So you're starting a new job soon. It seems like a great opportunity-a good fit between your skills, goals, and the organization's needs. That alone should increase the likelihood of your success, right?
Perhaps. For new leaders, the stakes are very high. A recent study by The Center for Creative Leadership revealed that about 40% of new management hires fail within their first 18 months on the job. Corporate expectations of new leaders are high as well, and are often unclear at best. Or conflicting. Or hidden altogether. Walking into a job in a new organization is like traveling to a foreign country-one where you don't speak the language or know the laws. As an outsider, you are at an extreme disadvantage. Even the best due diligence in your research before taking this job will do little to prepare you for the realities you face once in position.
What can you do to "nail it?" To build a solid foundation for your success, you must be intentional about your On Boarding process. Build and continually adapt a strategy for successful assimilation from the moment you become interested in the organization.
Successful On Boarding is a study in paradox. To be effective in your transition, you must focus on learning, rather than demonstrating your worth. Build alliances while not becoming overly political. Seek to improve the organization without devaluing what already exists. Gain the credibility to be allowed to enact decisions that should, by rights, be yours to make. Even, or perhaps especially, if you mandate is to bring about radical change, you must approach your On Boarding with the sophistication of an anthropologist studying a foreign culture (and the caution of someone who is unsure whether the natives are armed and dangerous).
Be clear about one thing. With or without an On Boarding process, your fate in a new leadership role is, for better or worse, typically sealed within your first three months. If you fail to establish a toehold for yourself, it may take 12 - 18 months before you know it. But the organization knows it. You are being observed and evaluated from the moment of your first interview. Organizational members are judging whether or not you "get it", and making decisions about the ways they will work to either support or undermine your success.
A recent Gateway International Group survey of 826 Human Resources leaders identified ineffective peer relations, role confusion, lack of internal political skills, and failure to meet key objectives as the four strongest predictors of new leader derailment. What is the best way to get out in front of organizational judgment and avoid those pitfalls? The obvious answers - build strong peer relations, get role clarity, be savvy about the political climate, and meet your performance goals - are not as easily accomplished as they sound. If you're lucky, your new organization will have a structured Executive On Boarding process that can assist you - one that guides you through the series of transitions you will experience within the unique context of your company's business climate.
Importantly, Executive On Boarding is not the same as employee orientation. A typical orientation process is event-based and short-lived (often totaling no more than eight hours of training), providing a high-level company overview and access to basic information. An effective Executive On Boarding process is different in several important ways - it is broader in scope, interactive, more structured, covers a longer time period, and is customized to focus your learning on the areas of greatest import to your new role. With a structured Executive On Boarding process, your chances of successful assimilation increase, and you are more likely to be happy and effective in your new job. Without it, your learning process as a new leader will be marred by the fallout of highly public trial-and-error learning.
Whether or not your organization uses a structured approach to Executive On Boarding, build a plan for your transition and enlist support for it. In partnership with your boss, you need to gather and integrate information to smooth your assimilation at four levels: your corporation, your business unit, your function, and your personal/family life. In doing so, you will achieve greater role clarity, develop an understanding of the organization and its expectations of you, and build a topographical "map" of the new land you are exploring.
In learning about your corporation, strive to build an in-depth understanding of the history of the company (both public and private knowledge), its key initiatives, and the results achieved. Identify the short- and long-term priorities of the leadership team. Immerse yourself in the Brand. How was it conceived? Communicated? To what extent do you think the brand image the company projects is aligned with how it is perceived in the marketplace? Meet the key leaders, especially those in areas related to your own. Much as an anthropologist would, study the culture. What are the norms (both stated and unstated) for leadership and other behavior? What is forbidden? Why? What differences do you notice between successful and unsuccessful leaders in your new corporation? How does the company measure and talk about success?
In your business unit, many of your On Boarding activities will mirror the things you've learned at the corporate level. The primary difference here is the level of detail. Study the business decision-making processes. Identify and become fluent in the financial language of your business unit. Attend all senior-level business cycle meetings, and then whittle down a list that you should regularly attend. If you're studying past initiatives, ask for post-mortems from people who led those efforts. Glean their lessons learned. Learn about the work done by their functional areas, the handoffs to your areas, and their assessments of your area and team. Ask their advice, speaking both generically and specifically. Importantly, during this process, you need to share and test your impressions with your boss, gaining mid-course corrections that will support greater long-term success in your role.
Your functional On Boarding is where you will roll up your sleeves and really dig into the work processes used in your area. Again, learning about context and history is key. Be cautious about forming and sharing a vision for your team until you have gained enough information to make others feel valued (and you feel well-grounded) in your decision-making. Resist the temptation to "fix" things until you truly understand the underlying issues. Size up your team and their capabilities (and aspirations). Ask to see samples of their work. Find out what they'd do to improve the effectiveness of your area. Visit with key vendors and external partners, and learn from their perspective. Slowly, after several sounding board sessions with your boss, formulate the beginnings of a plan for your group. Put accountabilities into place. Monitor progress and make adjustments as needed.
Finally, do not overlook the importance of personal On Boarding. Most executive transitions require relocation, and poorly handled relocation can have devastating consequences for executives and their families. Spend the time to find a neighborhood that meets the needs of all family members. Search out churches and clubs that provide social support and a sense of community. Align yourself with charitable organizations that match your personal values, and accept leadership roles where offered. Additional, well-planted family roots can help you weather the vagaries of a demanding executive role. Recognize that it is a transition process, and that your family may not truly feel at home for a year or more. Do all you can to make your new house a home.
By focusing your On Boarding at these four key levels, you will be demonstrating real commitment to your success in your new role. And you will be greatly enhancing your chances of "nailing it". When doing so, please remember to frequently consider the paradoxical nature of On Boarding. Don't worry about demonstrating that you are worth the six-figure hiring bonus-be concerned about developing the knowledge and ability to really add value long-term.
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
Leadership Best Practices for Human Resource Professionals
The results of a recent global study of 1770 human resource professionals identify key leadership practices tied to effectiveness.
Effective Practices for Human Resource ProfessionalsAlthough Human Resource professionals play a vital role in organizational development and growth, little actual empirical research on the characteristics of effective HR professionals actually exists.
We, Gateway International Group, Inc., a global leader in assessment-based individual and organizational development, thought it would be helpful for our clients to consider this kind of data. In a recent global study of leadership effectiveness among human resource professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1770 HR professionals from over 670 organizations were included in the current study. Each leader completed 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
The FindingsIn order of importance (starting with the most important) superior HR leaders:
" Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
" Maintain in-depth knowledge and expertise in their area.
" Demonstrate an active concern for others and form supportive relationships.
" Energize others, getting thementhusiastic and involved.
" Clearly express their thoughts and ideas, keeping others informed of their expectations.
" Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
" Use effective persuasion to build commitment to their ideas and initiatives.
" Challenge the perceptions and mandates of superiors.
Study Details
Each participant was evaluated during ongoing developmental programs, by their bosses, peers, and direct reports. Participant breakdown by geographic region, management level, and industry are presented below.
A weighted mean procedure was employed to combine the rating of bosses, peers, and direct reports for each participant. An overall measure of leadership effectiveness (based on the summation of 22 effectiveness scales) was regressed on ratings of 22 common leadership practices. As a set, the 22 practices accounted for 59% of the individual variation in overall effectiveness.Relative importance measures were calculated for each predictor and are displayed in the figure below. Bars indicate the percent of the variation accounted for by each predictor. Light bars indicate an inverse relationship (i.e., higher levels of the practice were associated with poorer effectiveness ratings.
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
Effective Practices for Human Resource ProfessionalsAlthough Human Resource professionals play a vital role in organizational development and growth, little actual empirical research on the characteristics of effective HR professionals actually exists.
We, Gateway International Group, Inc., a global leader in assessment-based individual and organizational development, thought it would be helpful for our clients to consider this kind of data. In a recent global study of leadership effectiveness among human resource professionals we found that a number of leadership behaviors reliably distinguish superior leaders (the superstars) from less effective ones.
The Study
1770 HR professionals from over 670 organizations were included in the current study. Each leader completed 360TM leadership assessment and development tool that measures 22 dimensions of leadership practice (what leaders actually do) and 22 dimensions of leadership effectiveness (how effectively they're perceived by their bosses, peers, and direct reports).
A number of key practices were identified that significantly predicted higher leadership effective ratings.
The FindingsIn order of importance (starting with the most important) superior HR leaders:
" Analyze the future impact of their decisions and understand the impact of these decisions throughout the organization.
" Maintain in-depth knowledge and expertise in their area.
" Demonstrate an active concern for others and form supportive relationships.
" Energize others, getting thementhusiastic and involved.
" Clearly express their thoughts and ideas, keeping others informed of their expectations.
" Are comfortable being the one in charge and seek out opportunities to be influential. They know and accept the fact that they will be under constant scrutiny.
" Use effective persuasion to build commitment to their ideas and initiatives.
" Challenge the perceptions and mandates of superiors.
Study Details
Each participant was evaluated during ongoing developmental programs, by their bosses, peers, and direct reports. Participant breakdown by geographic region, management level, and industry are presented below.
A weighted mean procedure was employed to combine the rating of bosses, peers, and direct reports for each participant. An overall measure of leadership effectiveness (based on the summation of 22 effectiveness scales) was regressed on ratings of 22 common leadership practices. As a set, the 22 practices accounted for 59% of the individual variation in overall effectiveness.Relative importance measures were calculated for each predictor and are displayed in the figure below. Bars indicate the percent of the variation accounted for by each predictor. Light bars indicate an inverse relationship (i.e., higher levels of the practice were associated with poorer effectiveness ratings.
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
Tuesday, July 15, 2008
The Honeymoon's Over
The Honeymoon's Over
If starting a new job makes you nervous, don't relax-it should. How you manage your first weeks in a new executive position can carve a path toward success or mark the beginning of your inevitable demise.
"There is no honeymoon. Once you're on board, you're on display," said Dory Hollander, founding partner of Wise Workplaces, an Arlington, Virginia-based executive coaching firm.
Just as you need a strategy for getting a new job, you should have a good strategy for starting one or your early missteps may come back to haunt you. Here are pointers from executive consultants and coaches for ensuring a smooth and successful transition into a new position:
Check your assumptions at the door.
Before you begin, remind yourself that you are entering a new corporate culture, which might be radically different from the one you left. For instance, you may have worked in an office that thrived on confrontation, but that kind of aggressive style may not be acceptable in your new job. Or perhaps the earnest, self-effacing approach that was effective in your past might be mistaken for a lack of resolve at your new company.
"You need to understand the nuances of the new culture and let go of the nuances of the culture you came from," said Hollander. It's more difficult than it sounds, as it could mean adapting ingrained work habits, especially if you spent several years in your previous position.
Get with the program.
You probably have a good sense of your job responsibilities. But do you understand how your job fits in with the overall mission and strategy of the company? If you don't, sit down with your boss and find out how your results affect the bottom line.
A surprising number of executives work without that knowledge, which makes it difficult, if not impossible, to prioritize effectively, said Caela Farren, president of Mastery Works, an Annandale, Virginia talent management firm. "I always ask them how they make decisions without knowing. How do they choose what to focus on?" Farren said. "Especially these days, when we're trying to up performance and do more with less, it's more and more important that people are really hooked in to what's important to the organization."
And don't assume that those reporting to you understand how their jobs tie into the company's mission. If you make sure they know, you will not only help them focus, but you will empower them. "Knowing the mission and strategies gives people a great sense of pride, meaning and commitment," Farren said.
Identify your network of support.
Your first days on the job should be spent getting to know the people upon whom you will rely, as well as those who will rely upon you. In the first few months on the job, you should meet face-to-face with these people. If you manage people in different locations, start traveling. Find out how they work, what stumbling blocks they face, what they need to succeed. What do they expect of you? Build an organizational chart if there isn't one, and create a plan for communicating regularly with the members of your team.
Devote extra time to establishing good relations with the administrative assistants of anyone whose ear you hope to have, including your own boss. Administrative assistants, who often have more power than assumed, are sometimes the confidantes not only of a top executive but a whole group of executives. If you are sarcastic or dismissive with them, they may give you a negative review when a higher-up asks them, "What do you think of the new guy?"
"Never think going into an organization that you are too big or too powerful or too important to pay attention to this very critical group of people," said Hollander. "They may be the watchdogs of the culture."
Listen and learn.
One of the best ways to start a new job is to be open about what you don't know and to use your newness to ask questions. For many executives, displaying ignorance is difficult to do, but it's essential. After all, you may know your field, but as a newcomer to a specific company, there's no reason you should know everything about the way it operates.
Confront the legacies of your hire.
One of the stickiest challenges of starting a new job is dealing with the internal candidates who were passed over for the position you got. Ask your boss for the background, and then approach those people directly.
"Incite the dialogue rather than try to ignore it," said Michael Shahnasarian, president and founder of Career Consultants of America, Inc. in Tampa, Florida. "You can't go in there like a bull in a china shop. You have to be very knowledgeable of all these little dynamics that could undercut your effectiveness."
Soon after starting in a new management position at a brokerage firm, one of Shahnasarian's clients ran into difficulties with a subordinate who had been passed over for his job. The subordinate not only was angry; he had the sympathies of his co-workers. Shahnasarian counseled his client to befriend the man and look at ways to help him advance his career goals elsewhere in the organization. The client did, and ultimately, the subordinate was transferred to a different department, where he got the promotion he had wanted.
If you were hired at a particularly high salary for your company, you should be careful not to mention a fancy vacation, a new car or anything that will suggest you're flaunting your hefty compensation.
Approach change carefully.
A common mistake of new executives is to make a change that is less rooted in strategy than in a desire to flex one's muscles. Those changes often backfire, as they don't take into consideration what is actually needed or how the employees will react to the message.
"Changing the wrong thing, or changing things too soon, is worse than not changing anything at all," McKay said. "You need to know what the impact of the change is going to be. You have to know enough about the organization to know what change is going to be effective in bringing about the desired results."
Limit your promises.
New executives often make too many promises about the things they are going to change. This tendency is often motivated by enthusiasm for the job or a desire to win over new colleagues, career counselors say. But you'll do better to hold your tongue until you know not only what needs changing, but also the most effective way to achieve those changes.
Develop an exit plan.
It seems counterintuitive, but developing an exit plan before starting a new job-or even before accepting a new position-may be the best thing for your career, according to Hollander of Wise Workplaces.
Hollander counsels her clients to develop an exit plan that includes how long they will stay in the job, when they will leave and, most important, what they want to leave with. What skills do you want to acquire? What kind of contacts do you want to have? What kind of new knowledge?
"That's a developmental plan that has teeth in it," Hollander said. "If you just say, 'I've got some goals', those goals will be blown away the first month you're there. They'll evaporate because there will be so much on your plate. Your exit plan won't evaporate because it has got dates and timelines of what you need to learn by what time. It compresses your developmental approach."
Said Hollander, "You will be a better executive, a better entrepreneur, if you start with the exit in mind."
After all, your overall goal is not simply to start a great job, but to build a stellar career.
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
If starting a new job makes you nervous, don't relax-it should. How you manage your first weeks in a new executive position can carve a path toward success or mark the beginning of your inevitable demise.
"There is no honeymoon. Once you're on board, you're on display," said Dory Hollander, founding partner of Wise Workplaces, an Arlington, Virginia-based executive coaching firm.
Just as you need a strategy for getting a new job, you should have a good strategy for starting one or your early missteps may come back to haunt you. Here are pointers from executive consultants and coaches for ensuring a smooth and successful transition into a new position:
Check your assumptions at the door.
Before you begin, remind yourself that you are entering a new corporate culture, which might be radically different from the one you left. For instance, you may have worked in an office that thrived on confrontation, but that kind of aggressive style may not be acceptable in your new job. Or perhaps the earnest, self-effacing approach that was effective in your past might be mistaken for a lack of resolve at your new company.
"You need to understand the nuances of the new culture and let go of the nuances of the culture you came from," said Hollander. It's more difficult than it sounds, as it could mean adapting ingrained work habits, especially if you spent several years in your previous position.
Get with the program.
You probably have a good sense of your job responsibilities. But do you understand how your job fits in with the overall mission and strategy of the company? If you don't, sit down with your boss and find out how your results affect the bottom line.
A surprising number of executives work without that knowledge, which makes it difficult, if not impossible, to prioritize effectively, said Caela Farren, president of Mastery Works, an Annandale, Virginia talent management firm. "I always ask them how they make decisions without knowing. How do they choose what to focus on?" Farren said. "Especially these days, when we're trying to up performance and do more with less, it's more and more important that people are really hooked in to what's important to the organization."
And don't assume that those reporting to you understand how their jobs tie into the company's mission. If you make sure they know, you will not only help them focus, but you will empower them. "Knowing the mission and strategies gives people a great sense of pride, meaning and commitment," Farren said.
Identify your network of support.
Your first days on the job should be spent getting to know the people upon whom you will rely, as well as those who will rely upon you. In the first few months on the job, you should meet face-to-face with these people. If you manage people in different locations, start traveling. Find out how they work, what stumbling blocks they face, what they need to succeed. What do they expect of you? Build an organizational chart if there isn't one, and create a plan for communicating regularly with the members of your team.
Devote extra time to establishing good relations with the administrative assistants of anyone whose ear you hope to have, including your own boss. Administrative assistants, who often have more power than assumed, are sometimes the confidantes not only of a top executive but a whole group of executives. If you are sarcastic or dismissive with them, they may give you a negative review when a higher-up asks them, "What do you think of the new guy?"
"Never think going into an organization that you are too big or too powerful or too important to pay attention to this very critical group of people," said Hollander. "They may be the watchdogs of the culture."
Listen and learn.
One of the best ways to start a new job is to be open about what you don't know and to use your newness to ask questions. For many executives, displaying ignorance is difficult to do, but it's essential. After all, you may know your field, but as a newcomer to a specific company, there's no reason you should know everything about the way it operates.
Confront the legacies of your hire.
One of the stickiest challenges of starting a new job is dealing with the internal candidates who were passed over for the position you got. Ask your boss for the background, and then approach those people directly.
"Incite the dialogue rather than try to ignore it," said Michael Shahnasarian, president and founder of Career Consultants of America, Inc. in Tampa, Florida. "You can't go in there like a bull in a china shop. You have to be very knowledgeable of all these little dynamics that could undercut your effectiveness."
Soon after starting in a new management position at a brokerage firm, one of Shahnasarian's clients ran into difficulties with a subordinate who had been passed over for his job. The subordinate not only was angry; he had the sympathies of his co-workers. Shahnasarian counseled his client to befriend the man and look at ways to help him advance his career goals elsewhere in the organization. The client did, and ultimately, the subordinate was transferred to a different department, where he got the promotion he had wanted.
If you were hired at a particularly high salary for your company, you should be careful not to mention a fancy vacation, a new car or anything that will suggest you're flaunting your hefty compensation.
Approach change carefully.
A common mistake of new executives is to make a change that is less rooted in strategy than in a desire to flex one's muscles. Those changes often backfire, as they don't take into consideration what is actually needed or how the employees will react to the message.
"Changing the wrong thing, or changing things too soon, is worse than not changing anything at all," McKay said. "You need to know what the impact of the change is going to be. You have to know enough about the organization to know what change is going to be effective in bringing about the desired results."
Limit your promises.
New executives often make too many promises about the things they are going to change. This tendency is often motivated by enthusiasm for the job or a desire to win over new colleagues, career counselors say. But you'll do better to hold your tongue until you know not only what needs changing, but also the most effective way to achieve those changes.
Develop an exit plan.
It seems counterintuitive, but developing an exit plan before starting a new job-or even before accepting a new position-may be the best thing for your career, according to Hollander of Wise Workplaces.
Hollander counsels her clients to develop an exit plan that includes how long they will stay in the job, when they will leave and, most important, what they want to leave with. What skills do you want to acquire? What kind of contacts do you want to have? What kind of new knowledge?
"That's a developmental plan that has teeth in it," Hollander said. "If you just say, 'I've got some goals', those goals will be blown away the first month you're there. They'll evaporate because there will be so much on your plate. Your exit plan won't evaporate because it has got dates and timelines of what you need to learn by what time. It compresses your developmental approach."
Said Hollander, "You will be a better executive, a better entrepreneur, if you start with the exit in mind."
After all, your overall goal is not simply to start a great job, but to build a stellar career.
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
The Permission Paradox
The permission paradox is one of the great Catch-22s in business. "You can't get the job without the experience and you can't get the experience without the job." Many people are confident in their abilities to if given the chance to perform. But the hard part is getting permission to demonstrate these skills and to gain new experiences. This is the Permission Paradox.
You may want to become a CEO, move into general management or make a bigger impact in your company but unless you have permission to take on a broader role, you won't reach your goals. How do you go about getting permission to make a big impact?
"Big jobs usually go to the men who prove their ability to outgrow smaller ones."Ralph Waldo Emerson
The permission paradox can be a paralyzing obstacle to overcome and is often a self-fulfilling prophecy. Successful executives, unlike a large number of their peers, rarely have trouble gaining access to the most critical opportunities in their careers. They know that the secret is finding some way to get the experiences they need to get ahead.
Forms of permissionBefore formulating your strategy to get the permission you need to advance your career, you first need to understand the two primary forms of permission:
Direct Permission: You can do it because somebody says you can
Implied Permission: You can do it because no one says you can't
One way to identify successful professionals is to look at their job descriptions when they arrived and compare those to the jobs they were actually doing when they left. Among extraordinary executives, you will find a consistent occurrence that the scope of their responsibilities, including the things they have direct permission to do, increases over the tenure of their jobs. These professionals view their job description merely as a starting point - a platform on which to build.
This expansion of permission is often accomplished through implied permission, performing well and then ultimately being granted direct permission.
Permission StrategiesSuccessful executives gain permission and take charge of their experiences in several ways. There are eight strategies for gaining permission.
The direct approach: if you want something, you can always ask
Demonstrate Competence in areas that form the building blocks for new roles
Clean Slate: when you join a new division or company you have a relatively clean slate from which people will grant you permission
Get Credentials: one of the most logical ways to gain associative or expert permission is to get relevant credentials
Barter: you scratch my back, I'll scratch yours
Masquerade as the leader: a risky but sometimes effective strategy also referred to as the 'stealth land grab'.
Two-way mentoring: the key is for both parties to get something from the relationship
Paying politics: not a success pattern followed by extraordinary executives
Each strategy has unique characteristics and outcomes, and situations where they are most appropriate. Some permission strategies are more effective for gaining direct permission and others are better for gaining indirect permission. Some can be used for both.
By understanding and implementing the strategies for resolving the permission paradox, you should be able to get the permissions that are critical, putting you in the best position to perform.
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
This extract is taken from The 5 Patterns of Extraordinary Careers by James M. Citrin and Richard A. Smith, published by Random House.
You may want to become a CEO, move into general management or make a bigger impact in your company but unless you have permission to take on a broader role, you won't reach your goals. How do you go about getting permission to make a big impact?
"Big jobs usually go to the men who prove their ability to outgrow smaller ones."Ralph Waldo Emerson
The permission paradox can be a paralyzing obstacle to overcome and is often a self-fulfilling prophecy. Successful executives, unlike a large number of their peers, rarely have trouble gaining access to the most critical opportunities in their careers. They know that the secret is finding some way to get the experiences they need to get ahead.
Forms of permissionBefore formulating your strategy to get the permission you need to advance your career, you first need to understand the two primary forms of permission:
Direct Permission: You can do it because somebody says you can
Implied Permission: You can do it because no one says you can't
One way to identify successful professionals is to look at their job descriptions when they arrived and compare those to the jobs they were actually doing when they left. Among extraordinary executives, you will find a consistent occurrence that the scope of their responsibilities, including the things they have direct permission to do, increases over the tenure of their jobs. These professionals view their job description merely as a starting point - a platform on which to build.
This expansion of permission is often accomplished through implied permission, performing well and then ultimately being granted direct permission.
Permission StrategiesSuccessful executives gain permission and take charge of their experiences in several ways. There are eight strategies for gaining permission.
The direct approach: if you want something, you can always ask
Demonstrate Competence in areas that form the building blocks for new roles
Clean Slate: when you join a new division or company you have a relatively clean slate from which people will grant you permission
Get Credentials: one of the most logical ways to gain associative or expert permission is to get relevant credentials
Barter: you scratch my back, I'll scratch yours
Masquerade as the leader: a risky but sometimes effective strategy also referred to as the 'stealth land grab'.
Two-way mentoring: the key is for both parties to get something from the relationship
Paying politics: not a success pattern followed by extraordinary executives
Each strategy has unique characteristics and outcomes, and situations where they are most appropriate. Some permission strategies are more effective for gaining direct permission and others are better for gaining indirect permission. Some can be used for both.
By understanding and implementing the strategies for resolving the permission paradox, you should be able to get the permissions that are critical, putting you in the best position to perform.
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
This extract is taken from The 5 Patterns of Extraordinary Careers by James M. Citrin and Richard A. Smith, published by Random House.
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