Real Leadership in Under a Minute
View our real leadership in under a minute video about New Leader Transition.
After many years of successfully transitioning leaders, we know what every one of them needs. More importantly, we make sure they receive it.
– Successfully Transitioning to New Leadership Roles, Keller and Meaney, McKinsey 2018
“Have I made a mistake?” “Are the assurances they gave me turning out to be empty promises?” “Am I really going to meet my full potential here?”
Fortunately, here’s another fact: the Connect the Dots New Leader Transition Solution not only anticipates these questions, but it also helps to assure that the answers are all in their and your favor.
This is no simple feat. Which is why the program can run up to 12 months. After all, successfully integrating a new leader doesn’t happen overnight.
But the new leader and your organization can enjoy the benefits of onboarding from the day they receive their letter of acceptance, all the way through their forging a long-term career with you.
At the core of our New Leader Transition Solution is our proven on-target® transition coaching program.
Every new leader, and every organization, wants the same thing: quick integration into the organization and the ability to deliver what the new leader was hired to do.
How those dual goals can be achieved is what our on-target® leadership transition coaching was designed to deliver.
Here’s how: First, we assemble the most vital information about the position and the person hired, including objectives and expectations for the first six months. We then help to build a customized plan that includes key stakeholder meetings with purpose, not your typical “meet and greets” that are often not connected to or initiate meaningful work. Also included are primary touch points with the hiring manager and HR Partner to support the leader’s transition.
Next, we organize and apply that valuable knowledge and information into the actionable on-target® coaching plan. This results in far fewer surprises and disappointments, and far more opportunity for what you and the new leader want most: success.
Along the way, we get the new leaders what they need to be successful.
Let’s break it down by the month.
What the new leader needs:
What the new leader gets:
What the new leader Needs:
What the new leader Gets:
What the new leader needs:
What the new leader gets:
What the new leader needs:
What the new leader gets:
Let’s break it down by the month.
What the new leader needs:
What the new leader gets:
What the new leader needs:
What the new leader gets:
What the new leader needs:
What the new leader gets:
What the new leader needs:
What the new leader gets:
on-target® LEADERSHIP TRANSITION COACHING BENEFITS
are you connected?® gathers invaluable feedback early on — instead of when it’s far too late.
To us, it’s unforgivable if a new leader stumbles or fails primarily because the information needed to make the right decisions and deliver the expected results were never made clear. It’s as if the new leader were set up for failure.
Enter our are you connected?® survey — early on — asks all the right questions that all too many companies don’t.
This vital feedback, gathered in a web-based 27-question 360º survey, gives hiring managers the information and insights at a critically early point in time for the new leader.
Leaders can course correct, get clarity & make adjustments rapidly – all allowing them the full and fair opportunity to deliver the results both of you want and can achieve. are you connected?® provides critical feedback when it matters most.
Organizational Knowledge
Business/Market Knowledge
Cultural Fit
Peer Relationships
Team Assessment
Stakeholder Perceptions
Personal Transition
View our Real Leadership in Under a Minute video about the onboarding a new leader
You only get one chance to successfully onboard your new hires. Learn how to get it right the first time.
View our real leadership in under a minute video about New Leader Transition.
Part 1 in this 3-part series focused on two onboarding strategies for new hires: 1) making a personal connection by helping them feel like the organization is expecting them, and 2) regulating the amount of information they get. In part 2 we focus on two more of the six strategies borrowed from executive onboarding that your new hires will immediately benefit from.
Strategy #3: Focus on building relationships
No person is completely independent or “on an island” if they are working for any organization these days. Strong relationships are the key to a successful onboarding experience and sustained work performance, as every engagement survey report will show. Start with your new hires as if they were as important to your success as the CEO would be. Think practically and strategically when selecting the people with whom they should meet and when. We typically focus on this area for new senior leaders, but too often, we slip into all tactical activities for other employees.
Try these strategies to boost your relationship-building for new hires:
All these strategies are “free” and only require a little bit of planning and collaboration with other functions to ensure that your new hires meet and connect with their key partners and internal customers.
Strategy #4: Create Early Wins
Early Wins are one of the best-kept secrets in a robust onboarding experience–maybe because it seems obvious, or maybe because we think of them as “job duties” and haven’t framed them as anything else. Senior leaders understand the power and impact of making some key contributions early to gain confidence, trust, and momentum within the organization.
Use these strategies to begin creating Early Wins during the onboarding process:
This “trick” can also be leveraged for every one of your new hires with a simple conversation and a worksheet. When we used this strategy with a client, the new hire gained better clarity about what the organization needed from her and was able to execute a few of those things in the first ninety days or so. As a result, the new hire felt increasingly more confident about her decision to join the company. Win, win, win!
Stats show that new hires are deciding as to whether they will stay or leave a new role during the first six months, so using Early Wins can help cement both the new hire’s decision to stay and give the organization indicators as to how they are doing against a formal plan.
Read about the next two strategies in part 3 of this series. If you missed part 1 of this 3 part series, click here.
Onboard new hires like a CEO? What would an “executive onboarding experience” look like and how could it impact your new hires’ engagement levels? Per Gallup, 88% of employees don’t think their current organization is good at onboarding and 76% of HR professionals don’t think they are doing a good job at onboarding employees. Robust onboarding addresses organizational challenges–attracting top talent, increasing engagement, boosting productivity, and reducing high turnover.
Here are six strategies borrowed from executive onboarding that you can implement immediately to quickly build organizational knowledge and key relationships and deliver timely feedback to adjust and avoid negative turnover.
Employees at all levels are dissatisfied with their onboarding experiences, and the cost of replacing them has never been higher; however, there are some “bright spots” of best practices that tend to show up for the highest-level leaders, like CEOs.
Audrey Jarre, Head of Learning at 306Learning, put it plainly:
“A mere 12% of employees agree their organization does a good job of onboarding new employees. What’s more, if your organization isn’t among the ones that get onboarding right, it’s likely your new hires will be hunting for new jobs before you can say pro-ba-tion.”
We are not suggesting that all components of senior leader onboarding translate to the rest of the population, but here are some scalable strategies.
Strategy #1: Make it personal.
No CEO or senior leader would appreciate a generic onboarding experience, so why put your new hires through one? Try one or all of the following to make your new hires feel welcomed and expected:
We worked with a client to create a virtual tour of their offices narrated by the CEO so that the new hires would have some familiarity with the environment before Day One. The video was on the new hire onboarding portal that we helped them create. The “tour” was a fun, unexpected extra feature added to what the new hires need to know in the pre-start phase of onboarding; and some new hires watched it several times, even sharing it with friends and family members. The portal also allowed the manager to add a personal welcome message which she simply recorded from her phone and uploaded to the site. These personal touches helped the organization’s employment brand stand out and kept new hires engaged and excited before they ever walked into the building.
Strategy #2: Don’t use a firehose approach.
Too often, new hires are inundated with tasks, training, and meetings in the first weeks which makes it difficult for them to really absorb the knowledge they need. They forget who they met with during the first week and can miss key onboarding information if it is not clear how it is attached to their roles.
Use these tips to combat the “firehose” approach:
Our client, Mark, benefitted from this approach when we helped his manager and HR partner build a realistic onboarding plan with “meet-and-greet” meetings that supported his plan’s objectives and timing.
An example was that he met 1:1 with other functional heads who helped him understand how the company measures success, how they make decisions, and how long he was “allowed to be new” in this organization.
Cultural learning during the first weeks on the job is priceless and this approach avoids early burn-out and costly missteps. If new hires are bombarded early with meetings, presentations, and deliverables, they can often miss the most important onboarding lessons.
This is Part 1 of 3 installments of our series, “Onboard Like a CEO: 6 Strategies from the Corner Office that Will Engage and Develop Your New Hires. Read about the next two strategies in an upcoming issue.
Erika will be a featured speaker at the Gulf Coast Symposium on HR Issues address the topic: Onboard Like a CEO: Strategies from the corner office to engage and develop your new hires
Description:
Onboard new hires like a CEO? What would an “executive experience” look like and how could it impact your new hires’ engagement levels? Per Gallup, 88% of employees don’t think their current organization is good at onboarding and 76% of HR don’t think they are doing a good job at onboarding employees. Robust onboarding addresses organizational challenges – attracting top talent, engagement, productivity, and high turnover . You’ll get six strategies “borrowed” from executive onboarding you can implement immediately, including how to quickly build organizational knowledge; build key relationships and deliver timely feedback to adjust and avoid negative turnover.
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We start with thoughtfully diagnosing the team’s current culture by using available data, assessments and interviews.
This provides the team leader with a clear view of what is getting in the way of the team’s success.
We design a series of structured team sessions that:
Measure progress by leveraging CTD’s team-connect Survey to: