You are thrilled. You have just hired a new senior leader with great experience. The executive leadership and the newly hired leader’s department are anxious to reap the benefits of his/her successful career. This particular hire seems like the proverbial match made in heaven. Two months later people are chalking up the new leader’s perceived lack of engagement and results to his/her newness to the company. Four months later, there is some frustration brewing amongst the leader’s stakeholders. Six months later, there is a lively debate as to whether the company hired the right person.
This story about lack of engagement and questionable results from newly hired leaders is unfortunately not rare. A recent study found that approximately 40% of new leaders fail. The fact is that the first 90 – 180 days of a new leader’s tenure is critical to building a solid understanding of and integration into the company’s culture, people and processes. If this on-boarding is not effective, the cost is significant. It could lead to diminished morale on the part of the affected team, a large gap in results, or turnover of the new leader. Lack of integration of a new leader can cost a company 150 – 250% of the individual’s salary (depending on position level and based on both hard and soft costs to the organization).
A focused on-boarding program can speed up the new leader’s process of acclimating to the new role and team, their understanding of the corporate culture and their ability to navigate within the organization. Adding an Executive Coach as a partner in the on-boarding process can provide additional value. As a Working Transitions 2014 blog says, “The beauty of the coaching approach is that it is tailored to individual development needs. It also provides a structured, confidential and safe space for newly appointed executives to work on potential derailers as well as capitalising on strengths.”
Here are five critical elements to include in your New Leader On-boarding Plan:
1. Individualized Plan – The new leader and the supervisor should agree on training and on-boarding goals that are specific to the new leader and his/her position. These goals should take into account the leader’s experience, level in the organization, peer and direct report teams, any assessment data that was gathered either pre- or post-hire, and initial deliverables. If an internal or external Coach is part of the process, they should be part of this meeting to ensure clear alignment of coaching with expectations.
2. Team Integration Meetings – When a new leader takes over a team, both the new leader and his/her direct reports have many questions. Team integration meetings can address these important questions in the first few days of the new leader’s tenure. First, a meeting with the leader and all of his/her direct reports would focus on the work style and expectations of the leader. Second, a one-on-one meeting between the leader and each individual team member would focus on the team member’s work style and expectations. A good template for these meetings can be found here.
3. Collaboration – Building relationships and trusted partnerships are important to any leader’s success. You can jump start this process by asking a variety of other leaders to act as a resource or “mentor” for the new leader on specific projects. Establishing an expectation that other leaders meet informally with the new leader to answer questions and provide information is also effective.
4. Company Culture – Culture could be described as the “personality” of the organization. It is the company’s unique values and behaviors or “the way we work and communicate around here.” Just as with a new acquaintance, a new leader must get to know the personality of his/her new workplace. Some of this information may be communicated in an orientation or company handbook. Much of it comes from listening, watching and asking questions.
5. Expected Deliverables and Performance Expectations – The necessity of establishing clear expectations should go without saying; however, in my 25 years as a Human Resources and Recruitment leader, I found that this clarity was not always established at the outset. As Lewis Carroll wrote, “If you don’t know where you are going, any road will get you there.” “Any road” is not a harbinger of success for your new leader, nor are unrealistic timeframes for objectives.
With a clear on-boarding plan, a coaching partner and clear expectations, you can avoid the high costs of turnover and accelerate the integration and contribution of your new leader.
Would you benefit from adding an Executive Coach to your on-boarding team? Please contact me at kathleen@ktgleadersolutions.com so that I can support the on-boarding of your new leaders. You will also find helpful information in my book, The 180 Rule for Newly Promoted Leaders.
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