Category Archives: OnBoarding as Risk Management
Why Do We Perpetuate the Myth of New Leader “Fit”?
We frequently hear clients talk about how they want Newly-placed Leaders to "fit" their organizational culture. And if those same New Leaders who originally were seen as the best choice later derail, it is often then attributed to a "poor fit." But, rather than using "fit" as a throwaway explanation for derailment, doesn't it make […]Continue reading
New to Your Job? Don’t Let Your Rival(s) Drag You Under
Whether you are a New Leader hired in from the outside or elevated to a role, there’s a good chance you will work with someone who is unhappy with your presence. We call these people rivals, and they are important to your success. Regardless of their feelings toward you, remember – they hold key historical, […]Continue reading
The OnBoarding Paradox: How New Leaders Prevail
When starting a new role, leaders often don’t realize that they will face what we call “the onboarding paradox” during their transition. New Leaders who fail to recognize and reconcile the gaps between explicit and implicit expectations for their navigation and performance allow the stage to be set for their own future derailment. In our […]Continue reading
The Credibility Trap
Popular onboarding literature urges New Leaders to make their mark quickly, with impact, and gain credibility by generating immediate results. On the face of it, this approach resonates with many who are in the onboarding process. They want their employer to see them as an asset, and they are eager to demonstrate their value. However, […]Continue reading
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 […]Continue reading
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 […]Continue reading
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 […]Continue reading
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 […]Continue reading
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, […]Continue reading
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 […]Continue reading