New Leader Integration

One in two transitioning executives will fail in the first 18 months. Many of the other half will fail to raise up to the expectations of those who appointed them or those who work with them. Promoted with the highest esteem they have merited their promotion with prior achievements, business savvy and initiative shown. No one expects them to fail. But they do fail. Such failure turns to be an expensive outcome for the company and often fatal outcome for the executive. Why does it happen?

They fail as their promotion puts them in a situation of change that they do not fully control. Leading is all about relationships – building teams, growing trust and never assuming anything. New leaders all too often jump into action right from the start rather than setting time aside to listen, learn and only then build on what they see.

So, what can YOU do as a new leader to maximize your effectiveness and that of your team for the long run?

GET AN EARLY START – Even before you start your new position, everybody in your new company or department is wondering about your leadership style and your first move. Provide your future team with the real YOU early on and dispel speculations.

FOCUS ON TEAM-LEADER COHESION – Your first step once you are officially in your new job should be dedicated to understanding how your new team functions, what are their fears and hopes, their strengths and improvement areas, both individually and as a group. Ensure clarity of roles, promote interactions and ownership, provide support, resources and information, acknowledge good work and progress made

LISTEN, DIAGNOSE AND PRIORITIZE – All along keep the pulse of the company and its environment. Open your eyes and ears to take in the spoken and non-spoken from your key internal and external stakeholders. Set your key focus areas while making early wins to signal direction.

ALIGN YOUR TEAM ON DESIRED CULTURE, STRATEGY, RESOURCES AND EXECUTION – Foster your team’s buy-in on the type of culture you need as a company to overcome key challenges. Define together 3-5 strategic initiatives, your must-win battles for the mid-term and ensure resources to get there. Execution matters so put your best talent on it to both develop it and to secure success.

COMMUNICATE effectively and relentlessly throughout the organization. It is the best way to keep everybody aware of what you are doing, and clear on what their contribution should be.

MEASURE, REALIGN AND REPEAT – What is not measured, cannot be managed, someone said. While not everything important is measurable, measuring what is measurable and reflecting on how to assess the non-measurable is key to know how effective your strategy really is. And when you spot deviations, understand why, realign and reassess.

GET A SOUNDING BOARD – External to the politics of your company, someone who can truly act as a sparring partner for your thoughts, doubts and key decisions will challenge you and help you grow, as a business executive and as a leader.

Your success will be warranted by building a great team and keeping them motivated; by not losing sight of your priorities; and by staying humble and learning from your mistakes. Put everything on your side from the day one to be in the right half. The half that succeeds!