Last month’s blog raised a lot of response and you all seemed
to agree. And although there was no
disagreement we all know that diverting thoughts, out of the box thinking helps
to create better decisions we don’t practice it. What can be done about that?
Executive OnBoarding
I appreciate you because you are different
What is the half-life time of the value team
diversity? Team diversity in my book is something that goes far
beyond race and gender. The value of diversity in teams in
unquestionable but how come so many organisations destroy this value the moment
they can lay their hands on it?
This team has to act as a one! We have to be
united! I am sure you have heard it all before and also seen new appointed
leaders ‘doing a clean-up’ and start with ‘a few good man’ to form a
leadership team that can take the organisation to the next level …
Make onboarding a team effort
Is it necessary? It depends. Sometimes you have to. Think
about major turnarounds involving reshaping current business models into
something new whilst you suffer from devastating financial results. But
then, what does the new team look like? Here’s rule one: don’t hire
clones. Make sure you appoint the crazy ones, the ones who dare to think and speak outside the
box. The other day we discussed with a new appointed leader what kind of
leadership journey would bring out the best in the new team. We concluded it
all starts with understanding and appreciation the deeper motives of each
individual. Why does she work? What is the dream she is
pursuing? Exploring and experiencing motives this in any new team is one of the prerequisites for high performance.
Dare to be different
But what if you only appoint one new leader in an existing
team? Here’s a thought: dare to be different. Make onboarding not
just the responsibility of the new leader. Don’t put him in a
programme. Put your whole team in an onboarding programme. Adding one new player changes the whole system. Will
you treat the new appointed leader as the ‘the replacement of John’ or will you
invest time of the whole team to explore and experience how the entrance of the new player
changes the value and performance? Onboarding as a team effort will make the new leader feel very welcome and appreciated. It is not just him fighting into
the existing group. It is the group opening up at the start and discuss and
adapt the implicit rules of engagement of that team. All it takes is a bit of time from your team and the courage to reflect on team performance. Your bonus? A high performing
team. Dare to be different, you will be appreciated for it.
Who gives you permission to enter the group? The story of Brian
Who calls the shots when you enter a new group? Is it your
direct manager, the team, yourself?
Everything in onboarding is geared around creating an environment
where expectations are being synchronised, cultural and political assimilation
can take place at its best. In fact it is all about influencing the system
around you to make sure the new kid on the block can join the sandpit and start
playing and become successful. Brent is a senior exec I have been working with
for the last couple of months. He was
parachuted in quite a hostile environment: sink or swim poor structure and a
couple of business challenges that did not allow any flaws. How did he position himself on the monkey
rock?
Resolutions for 2015? Enjoy the play!
The New Year is almost there and this is the time to think things
over and look back. What went well, what to do more of and what to do
different? In the last couple of weeks I
have reviewed the year with a lot of my clients. And what I got back was very
different from the year before. Everybody is much more optimistic, sees
opportunities they want to jump on and are much and much more relaxed about the
next 12 months than they were last year. There is a distinct “now that we have
got this we will not let it slip away” kind of feeling. A
combination of action and reassurance that it will all work out. Is there room at all for some 2015 resolutions
to secure this feeling? Yes there is one
or two worth mentioning.
Changing ‘The System’ from within.
With many of my clients I have discussed the topic how to
change the systems from within. What are
your options, risk, roadblocks, and opportunities? Some of them take a very
instrumental approach with all the right lingo, tools, rewards, systems whereas
others take a more developmental approach. You can only change how systems work
if the people in it develop themselves in a different direction. Then The Dutch Central Bank and The Authority Financial
Markets published the report “Capacity for change in the financial sector” a few weeks ago. The outcome in n short: the financial institutions
tick all the boxes but the behaviour doesn’t show a sustainable change. What can you do about it?
Boosting organisational performance: the story of Karen
How long does it take before a senior exec
is delivering what was expected whilst staying fit and healthy at the same
time? Three months, six months a year maybe? When I asked a few Chief Human
Resource Officers a few weeks ago they all tended to agree on something between
4-8 months. And if you could speed that up with 3-4 months? And maybe reach a
higher performance level as well?
Without working harder and longer?
Can it be done? Read the story of
Karen.
Stress during Onboarding - Turning Fear into Fuel
Thank you all for all your stories how you control unhealthy stress. You were so open and honest about it. In this blog I will take through some aspects of onboarding that can be a big source for stress: expectations. Managing expectations is one of the key pillars of successful onboarding. And when you got that right you are - thank you for this wonderful quote A. - truly 'Turning Fear into Fuel.
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