Don’t Forget to Add Relationships to Your “To Do” List
New Leaders (understandably) feel pressure to perform almost immediately upon starting their new roles. What they often overlook is the impact that building relationships early in their tenure will have on their long-term success. In over 15 years of leader onboarding work, we have found that New Leader success comes down to a very simple equation: Relationships x […]More Info
OnBoarding as Risk Management
One of the paradoxes for New Leaders is that companies hire people in whom they have confidence; and because they trust their abilities, do nothing to support onboarding transitions. What they may fail to recognize is that every leader transition comes with inherent risk.Over the years, our clients have found increasing value in treating leader […]More Info
Managing Change: How to Include the Team and Gain Support
The world around us is rapidly changing, and in reality, businesses that don't adapt won’t survive. One common response to the frenetic pace of change is for organizations to hire New Leaders from the outside, expecting them to make massive alterations to their teams, operations, and organizational outcomes. Sometimes these organizations provide New Leaders with specific […]More Info
The #1 “Killer” of New Leaders: Failure to Achieve and Maintain Role Clarity
It should be simple: Company hires a great candidate, and its New Leader comes in and does a fantastic job without stumbling or making a wrong turn, delighting key stakeholders and performing at a high level.Now for reality: New Leaders struggle, often mightily, to become effective in their new roles. They all too frequently fail, and then […]More Info
New Leaders: How Does Your MBTI Profile Influence Your Transition?
If you are a New Leader, it is important to take a step back and study the organization you are entering (and the people in it). Unfortunately – for a variety of reasons – some New Leaders dive headlong into a role without thinking about the impact their actions may have on others. Oblivious New […]More Info
E vs. I: How Does Your MBTI Preference Influence Your Transition?
Last month, we started a conversation about the implications of style/preference for Leaders transitioning into new roles. In that post, we explored some of the paradoxes faced during New Leader onboarding. And in the next four posts, we will explore the impact of the 4 primary dimensions measured by the Myers-Briggs Type Indicator (MBTI).This month, […]More Info
S vs. N: How Does Your MBTI Preference Influence Your Transition?
We continue our series on MBTI preferences, and how these aspects of a New Leader’s personality impact their onboarding experience. Last month we looked at the Extraversion/Introversion dimension, and how important it is to understand the impact of communication style on leader transition. For this post, we look at the Sensor/Intuitor dimension, and how these […]More Info
T vs. F: How Does Your MBTI Profile Influence Your Transition?
This is the fourth segment in our 5-part onboarding and MBTI blog series. Last month we looked at the Sensor/Intuitor dimension. This month we will focus on the Thinking/Feeling dimension and how these two preferences lead organizational change and develop relationships with Peers. Thinker/Feeler (T/F):The T vs. F dimension is related to how we make […]More Info
J vs. P: How Does Your MBTI Profile Influence Your Transition?
This is the final entry of our MBTI 5-part series. So far we have examined how preferences and behaviors associated with dimensions of Extraversion/Introversion, Sensor/Intuitor, and Thinker/Feeler impact New Leader transitions. This month we will conclude with a discussion of how Judger/Perceiver behaviors can influence a New Leader’s onboarding experience, and how to manage the […]More Info
Identifying Your Rival(s): It’s Not Who You Think It is …
Rivals are Everywhere – Be AwareWhether you’re being brought in from the outside or elevated into a new role, there’s a good chance you will work with someone who wanted your job. There may be people in the organization that were interviewed, had been asked to interview and opted not to, or were not asked […]More Info