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Executive Coaching & On-Boarding Process By Tom Northrop, SPHR Regional Vice President The New Options Group

On-Boarding Process High agreement. . . Low Success

On-Boarding Process: The process of integrating new employees into the organization, of preparing them to succeed at their job, and to become fully engaged, productive members of the organization.

On-Boarding Process Benefits: Strategic Enhances performance Improves morale Employee Retention Liability: “ Sink or swim”

On-Boarding Process On-Boarding three-step process: Get clarity around expectations Ask what is important to learn and from whom to learn it Ask about the processes, procedures and changes the organization intends the executive to implement at the end of three months, six months and one year

On-Boarding Process before getting started Beyond office supplies: Completing Employment Forms Payroll Direct Deposit Withholdings Pay Schedule Benefits Systems Access Access e-mail Extranet / Internet Voice Mail New Telephone Number Keys Pass codes / Security Security Access Codes Company Identification Cards Business Accessories Business Cards Company Credit Cards Phone Cards Work Station Secretarial Support Office Office Furniture Computer Equipment Office Supplies Who, What, Where Organizational Chart Employee Directory Employee Manual Plant Tour HR Issues Position Description Training Schedule Dress Codes Hours Company Review The Company’s web-site Corporate History Corporate Culture Vision, , Values

On-Boarding Process Stakeholders: People inside or outside your firm who have a vested interest in the success of your endeavors (and in whose endeavors you, reciprocally, have a vested interest).

On-Boarding Process - Relationships

On-Boarding Process - Relationships Prior to conducting any stakeholder diagnostics, make sure you think about: the relationship its importance to your goals each stakeholder ’ s potential questions about your role your questions of them your potential sources of agreement or conflict the tone and approach you wish to take.

On-Boarding Process – first two weeks Align with Boss : The following issues are discussed formally and clarified between the new leader and the boss. �� The new leader’s role : Where he/she fits in the organization Mutual Expectations : What both parties expect of one another . Decisions : Define decision boundaries & parameters Communication Preferences : Mutual preferences on how to connect Current “hot issues” in the organization

On-Boarding Process Identify Knowledge Gaps Within the first month, begin to identify the knowledge/skills that are ideally needed to be successful in this role, and identify strengths and gaps.

On-Boarding Process – Setting Goals Critical Goals you must achieve in one year, including the criteria by which each will be measured: Goal _________________________________ Progress within the First 90 Days Progress within 6 Months Progress within 12 Months

On-Boarding Process – first three weeks Engage in “Fast Start” Process with Direct Reports Learn about your direct reports by formally clarifying/discussing the following issues a 1:1 meeting: Understanding the Individual : Who are each of your direct reports? Understanding the Roles : Where each direct report fits in the organization Priorities and Issues : What is most important to each direct report? Mutual Expectations : What are expectations about autonomy, decision making, and communication with each direct report role?

On-Boarding Process – first month Engage in “Fast Start” Process with Your Team Establish direction and clarify expectations within your team by holding a formal “assimilation” meeting to accelerate relationship building and lay the foundation for effective teamwork.

On-Boarding Process – Month 4 - 7 Immersion Fine tuned, exploratory learning Managing the business Tasks Develop a deeper understanding of the situation and the people; see underlying patterns; question things more profoundly. Reassess priorities. Settle questions and problems concerning key personnel; work out differences. Prepare for reshaping actions, perhaps major changes in strategy or organization or both.

On-Boarding Process – Month 4 - 7 Results �� Little change, but important learning Fuller knowledge of organizational / departmental needs. On-Boarding Process – Month 8 - 10 Reshaping Intervention and action-oriented, a very busy time. Acting on the revised concept.

Tasks Reconfigure organization / department based on new understandings. Deal with underlying causes of residual problems. Open to unanticipated problems that emerge as a result of former changes. Consolidation Evaluate learning Follow-through On-Boarding Process – Month 8 - 10

On-Boarding Process Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, nor prejudice. They have a preference for innovation.

On-Boarding Process – Rising to the next level Difference Between What Managers and Leaders Do Management Leadership Working in the system Working on the system React Create opportunities Control risks Seek opportunities Enforce organizational rules Change organizational rules Seek and then follow direction Provide a vision to believe in and strategic alignment Control people by pushing them in the right direction Motivates people by satisfying basic human needs Coordinate effort Inspire achievement and energize people Provide instructions Coach followers, create self-leaders, and empower them

On-Boarding Process Newly Promoted Senior Manager / Executive Classic Managerial Work New Leadership Task Planning Creating vision and empowering Organizing the hierarchy Aligning the web of relationships Inspiring Measuring Controlling Coaching

On-Boarding Process Leading Change Leadership is about getting people to abandon their old habits and achieve new things, and therefore largely about change - about inspiring, helping, and sometimes enforcing change in people.

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