If you have a newly promoted or hired executive - congratulations. They are entering a time of intense action and learning. What they may not realize is that while they are excited by this new opportunity, those reporting to them probably have many unanswered questions about their vision and management style.
From the time a change in executives is announced, a series of events typically occurs. For the departing executive, emphasis shifts away from relationships and toward tasks that must be performed before leaving. As a result, communication may be strained. Important, time-critical decisions may be made hastily or postponed until the new executive assumes authority. Employees may feel abandoned and anxious about what will happen to them as well as the department. In cases where employees are relieved that an unwanted boss is leaving, they may have unrealistic expectations of what the new executive will be like.
In their new role, they need to learn not only the business, but also the strengths, weaknesses and expectations of employees. They will be grappling with a new situation and trying to understand the tasks and problems while assessing the organization and its requirements. Because they are learning, they may find themselves making decisions slowly and laboriously, focusing on short-range issues.
When unmanaged, executive transitions can result in role ambiguity, reduced communication and jockeying for position. Failure to recognize and deal with the complexities of a transition can lead to lower performance for an entire work group. Our New Executive Transition Process is designed to accelerate the process by which a new executive and his/her direct reports coordinate their efforts and develop effective business practices.
Although the Process can be useful for any newly placed or promoted executive and his/her direct reports, it is especially appropriate when:
We customize the process to meet your needs in the design phase. Typically we begin the process by conducting one-on-one interviews with the executive, their direct reports, and at times the departing executive. These interviews will identify issues that need to be addressed. Then we facilitate a one-day meeting to accomplish the following objectives:
To be most effective, the meeting needs to be facilitated by someone outside of the organization so that more open communication can be fostered and biases eliminated. The facilitator will play a significant role in the design of the meeting in conjunction with the new executive. The need for follow-up meetings and interviews is discussed during the design process.
Ideally the interview process begins within a month of the executives arrival, and the group meeting held within 3 months of their arrival. This is soon enough to avoid biases from being formed, yet gives them some time to learn the basics and gain a broad understanding of the business needs.
Here are some examples of how this meeting helps.
If you have a newly placed or promoted executive or manager, our New Executive Transition Process can help them accelerate their transition while they mobilize an effective team to accomplish the business goals that are important to your organization's success.
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