Executive Search - The New Executive
Executive Search - The New Executive
Executive Search - The New Executive
Executive Search - The New Executive
by Lynn Velazquez, Ed.D.
Finally! After 4 months of interviews, waiting, meetings and networking, you landed a great job at a great company. After a difficult round of negotiations you accepted their offer and start tomorrow. Your best suit is out, your iPhone has been charged and you are ready to impress everyone. What could go wrong?
At Hand & Associates, we think the beginning of any
executive-level job is the most critical. This is when the new hire and company are most vulnerable. Missteps made up front can have lasting repercussions. Because we think this is so important, we offer 90 days of executive coaching complementary to each person placed through our Executive Search service.
Remember, you never get a second chance to make a first impression. The new hire will want to hit the ground running and have some early successes to impress the leadership and team. One of the first questions a Hand & Associates executive coach will ask the new executive is "What is your idea of a home run for your first 90-100 days on this job?" Often there is not a clear answer. The executive is getting used to the culture, the people, and learning the ropes. We often hear that the first few months are not the time to rock the boat.
In his book The First 90 Days, Michael Watkins outlines 10 strategies for the new hire.
They are:
1. Promote yourself
2. Accelerate your learning
3. Match strategy to situation
4. Secure early wins
5. Negotiate success
6. Achieve alignment
7. Build your team
8. Create coalitions
9. Keep your balance
10. Expedite everyone
One of the first and most important steps is to determine/diagnose your condition. Similar to the SWOT analysis of a strategic plan, you need to identify the internal and external situations, establish priorities, manage key relationships, and develop a strong team around you.
Some warning signs that need immediate attention:
1. You don't have specific measurable goals for the first 6 months of the job.
2. You don't know why you are doing something or its relevance to the big picture. Without the larger context, your performance suffers.
3. You don't know where to find the information you need to get the job done.
The executive coach can serve as an advisor to help the new executive succeed in establishing him or herself and creating a positive and effective administration of duties and responsibilities. In addition, the coach will serve the new hire as a resource, sounding board, guide and mentor.
Providing on-going consultation, the coach can help navigate the new environment. This is crucial for decisions concerning political alliance and corporate diplomacy, which often shape long-term relationships and impact the decision process.
Companies that provide this impartial, confidential executive coaching experience for their newly hired executives report quicker assimilation, stronger teams, and early successes. Executive coaching for the first 90 days can help companies make the most of the investment they made in executive search in finding the right person. That can translate into an even greater return on investment than originally expected.
What is the number 1 faux pas of the new executive? Talking
too much. A good rule of thumb is to listen more than you talk by a 5:1 ratio.
On-boarding Q&A
with Executive Coach Janette Kinnally
What do you consider a critical part of successful executive on-boarding?
A critical part of successful on-boarding is receiving assistance from a "mentor". It's important to have this person to answer any questions that may arise.
The employer should facilitate an office tour for the new employee. The mentor should already have an organizational chart, employee directory, employee handbook, and administrative forms all prepared to present to the new employee.
What are the top mistakes new executives make in the first 90 days?
One mistake that comes to mind is when new executives come on-board thinking they can shake things up right from the start. Unless that's what the person is hired to do, it's not a smart idea because the culture is already set in place.
What should an executive do if they feel on-boarding was unsatisfactory or unsuccessful?
If the new employee feels unsatisfied, he/she needs to bring the issues up with HR or talk to the person that hired them. The employee wants to have a positive start to their new work environment. Speaking up can help change the on-boarding experience.
Understanding Clawbacks - Uncle Sam's Hot New Tool That Has Some Fraud Victims Crying Foul Grunergy Technologies: A Way To "greener" Coal-based Energy? Kitchen Lighting – Top Tips from the "Luminaries" 10 Steps To An Organised Christmas And New Year Creating New Family Holiday Traditions Positive Motivation: Building A Network Of Positive Energy Accessible Van Shopping New or Used Handicap Vans Franchise Opportunities. Hard Times Mean New Business A Powerful New Forex Strategy Earth 4 Energy Scam The Energy of the Wolf - Part 3: So who's afraid of the big bad wolf? The new updating of Compaq Presario CQ42 series Costa Rica Real Estate – Getting Rich in the New Real Estate Boom