Why Onboarding Executives is Hard

I specialize in working with talented, productive executives who are “distinctive” and need support developing their emotional and social intelligence skills. I also work with executives who are on-boarding and are either moving into new companies, or into new functions or geographies, all of which are unfamiliar.

The challenges of moving successfully into a new environment are monumental, even for bright, talented, high-powered executives. Today’s business world presents newly landed executives with a set of challenges that simply did not exist in the past. The complexity and volume of information and the speed of change create a formidable set of obstacles for almost all the executives, especially those in a new environment. This is particularly important for these newly landed executives because with their background, experience and track record they are expected to be productive very quickly.

A Tricky Situation

Evelyn has just changed positions. Her boss, Don, has redefined her role making it more strategic while moving her peer, Jose, to overall operations manager. Evelyn is upset with her new position, despite assurances from Don that the change is only temporary.

Evelyn’s new reality:

  • She is managing fewer people (which she feels lowers her status)
  • Jose is managing more people (which improves his…)
  • Evelyn’s relationship with Jose has changed and is no longer as friendly as before. He does not seek her counsel as often and seems withdrawn and aloof.
  • People ask her if she’s been demoted (which compounds her sense of loss)
  • People no longer ask her advice as the resident expert on certain issues (which also lowers her self esteem)

The net result is that she now spends more of her time worrying about the meaning of the change than focusing on her new responsibilities. There are a number of key changes that have occurred that need to be managed to ensure her success. These changes may not show up immediately on the balance sheet but may have long term implications. Changes that are managed effectively can bolster productivity. If not, they can hamper it. The key factors include:

  • Relationships - A very important peer to peer relationship which helped guide her business decision making has withered. The cost to her is the absence of key input to support her decision making, and the loss of valued emotional support.
  • Social Capital - The structure of Evelyn’s world of work has changed and she now has less access to former direct reports. They report somewhere else and their first allegiance is elsewhere.
  • Power Dynamics - No matter what anyone says when you have fewer direct reports you have diminished power and authority.
  • Anxiety - When people are worried, whether it be real imagined their effectiveness can be significantly reduced.
  • Change - Change is difficult for all of us. Recent research conducted by neuroscientists David Rock and Jeffrey Schwartz indicates that organizational change is unexpectedly difficult because it actually provokes sensations of physiological discomfort.

The Approach

Rock and Schwartz’s research also suggests why quality support or executive assimilation coaching can help an executive successfully navigate both personal and organizational transitions.

Three important components of their research impact our work with newly landed executives:

  • Focus is power - Even though the executive in a new role or company is inundated with information and complexity he/she is still expected to perform well and quickly. The challenge: To process all this new information and determine what’s important. A highly structured approach where key objectives are discussed with the boss and team can help them get to what’s important- quickly and effectively.

  • Expectations shape reality - People’s preconceptions have a significant impact on what they perceive. Clarifying what’s expected with your boss, your team and other key stakeholders is essential for success. So knows who you need to connect to within the organization. This is not always simple. Clarifying expectations is an iterative process and a little like remodeling your house. Once you take the first wall down there are always hidden surprises. For example, you may with whom it is important to be connected but whose importance was not apparent based on the organizational chart.

  • Attention density shapes reality - Repeated, purposeful and focused attention can lead to long lasting personal evolution. A clear plan that includes defining key objectives is necessary. The plan is dependent upon knowing what’s important for you and for key stakeholders. Focus on the plan and successful execution, based on the research, helps the executive clarify who they are and what they can bring to the organization. As Tom Peters said, “What gets measured gets done.” Having clearly defined, achievable goals is a critical element in ensuring executive success.

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