New Leader Acceleration/On‐Boarding

According to a study by the leadership development firm, Manchester Inc., 40% of newly promoted managers and executives fail within 18 months of assuming a new job, with the highest failure rate occurring among senior managers and executives. In examining the reasons, the study identified executives’ failure to build relationships with staff and peers as one of the prime reasons. In addition, extraordinary results are demanded of new leaders within shorter time frames while organizational realities are becoming more and more complex. The typical sink or swim approach doesn’t work and wastes huge resourcesrecruiting and relocation costs, learning time, lost productivity from trial and error, outplacement…easily exceeding tens of thousands of dollars. There is also a PR cost to spitting out new hires.

It’s never too late to be what you might have been.—George Eliot

The best performers need support to overcome stress and self-doubt in order to be highly successful. Today, the pressures on recently hired leaders are enormous. Organizational cultures vary widely and are often tough to master at first glance. Achieving wins quickly, but not too quickly, can be tricky to manage. If a promotion is only seen as a reward for past performance, the leader will fail. It’s critical to appreciate the demand for future performance calling for the mindset of a higher level of leadership with requisite new behaviors. Jack Welsh, known for his pragmatism, initiated the “New Leader Assimilation” process at GE which became a model for institutionalizing the on-boarding process which is now seen as a critical commitment for new managers and key contributors.

Outcomes:

  • Accelerating the breakeven point (average is 6.2 months) of the new hire
  • Helping the new leader to understand the essential demands of the situation and adapt to them
  • Strategies to deal with resistance, challenges, and the unexpected
  • Increased confidence and skills to weather the transition well
  • Facilitating acceptance of the new leader by his or her team and boss
  • Saving the huge costs of an failed executive hire

Ideally, the coaching process begins sometime between offer letter and the first month in the new position, however, benefits accrue later as long as the leader is still deemed a potential fit.

Contact us to help you plan for your New Leader Acceleration Program before your hard recruiting work goes south.