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OnBoarding: A Bridge to New Leader Effectiveness
by Patricia B. Prosser, managing partner of OI Partners—Indianapolis, IN
OnBoarding: A Bridge to New Leader Effectiveness
When an executive joins a corporation, the first three to six months are critical to setting the stage for both the individual’s success, as well as the organization’s. Statistically, 40 percent of new executives will typically fail in their new roles within 18 months of being hired. Hiring an “OnBoarding” coach is proving successful in accelerating an executive's ability to be productive, while helping to improve new job satisfaction. ________________________
When an executive joins a corporation, the first three to six months are critical to setting the stage for both the individual’s success, as well as the organization’s. And, making sure the executive has the right tools to succeed is a key factor in that success. Why? Because statistically, 40 percent of executives hired today will typically fail in their new roles within 18 months of being hired!
Unfortunately, today’s busy and dynamic corporate business environment, where executives are expected to “hit the ground running”, simply doesn’t provide the ideal circumstance to allow new executives to assimilate properly into the new organizational culture. What are the typical contributing factors to early executive derailment? * Failing to understand organizational dynamics before taking action * Attempting to do too much too soon * Misreading the leadership “style” of the organization * Failing to build a power base * Acting on incomplete or inaccurate information * Mismanaging the personal (family) transition
So, what’s the answer? Well, for many executives today, hiring an outside “OnBoarding” coach is proving successful in accelerating their ability to be productive, while helping to improve new job satisfaction. The so-called “honeymoon” period, early in an executive’s new employment, is an ideal time for an OnBoarding coach to objectively and constructively advise the newly recruited executive. This is a time when making a profound impact on his/her new organization is most critical. It’s also the perfect time to affect the right kind of long-term, sustained behavior required to be successful in the new organization and avoid potential derailment.
It’s extremely difficult for new leaders, especially those brought in as change agents, to develop the complex knowledge base required for success. It is critical for them to understand the organization (and the people in it) well enough to implement and sustain lasting change. New leaders must also pace their assimilation into the organization in a way that emphasizes the learning process while simultaneously allowing them to start making important decisions.
There are numerous tangible benefits from the utilization of an external OnBoarding coach beyond what can be considerable financial savings. These include: * An accelerated understanding by the executive of the new business culture and objectives * An increased collaboration and exchange of information with and among other members of the leadership team * Effective integration of the executive into a leadership role in the functional team * An accelerated understanding of both “formal” and “informal” decision-making power within the organization * Focused identification and implementation of critical organizational initiatives * Early delivery of results, establishing increased credibility * Increased job satisfaction and decreased likelihood of turnover
A well-structured OnBoarding process helps new leaders develop a deeper understanding of and respect for, the organizations they enter. It is not a training class, but rather, a systematic approach to developing a strong foundation for future success.
Typical OnBoarding engagements last approximately six months, but can produce significant results in just six weeks. Programs are customized to the needs of the executive and the challenges of his/her new role. Sessions are one-on-one, totally confidential and quickly build a trusting relationship between the coach and the executive, enhancing the ability to have an impact on the new role.
Organizations that make good partners for executive OnBoarding are those who typically know a good deal about executive transition and possess an intimate working knowledge of real-world executive leadership experience. Whether choosing an individual or a firm specializing in these programs, it’s best to select a partner who has a proven track record in the coaching business and the ability to think and act beyond the obvious.
Executive OnBoarding affects a win-win solution for both the new executive and the organization. By providing this thoughtful and intentional foundation, the new executive is successfully assimilated into his/her new role, increasing both performance effectiveness and longevity.
Patricia B. Prosser is managing partner for OI Partners (Indianapolis). She has over 23 years experience in assisting organizations in solving a variety of human resource issues and will soon be awarded a Career Management Professional designation through the Association of Career Professionals (ACP).
