“Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.”
Ronald Reagan
Ronald Reagan
Employee On boarding
Yesterday we discussed the importance of “employee retention”. The magnitude of growing an organization with highly energized & qualified people is a roadmap to success for the long term. As President Reagan once stated…”Surrounding yourself with the best people…” is one of the components to success as we recruit top talent to our organization. Once we have those qualified people…what can we do to ensure success? The importance of “on boarding” is vital at all levels of the organization. I once worked for a company that ultimately did not survive. In four years, there were 5 CEOs. We never got moving…There was no continuity. Everyone had their “new ideas”. How could something like this happen? I have never mentored a CEO but have been associated with managers at various levels within an organization. I wanted to share with you some first hand and second hand observances.
Either the interviewing process failed or perhaps it was first couple of weeks or months into their new role that exploded. Executive management, by definition has incredible experience & knowledge. Their background and experience is personified by their achievement of growing responsibility. When change happens at the top, I would imagine a period that it is important to have a good grasp and solid understanding of the organization’s past history, strengths/weaknesses, learning, preparation, building confidence and ultimately carrying out the mission of the company. Change is much needed but it must happen only after a solid foundation is put into place. Michael Watkins, from HBR in an article entitled a “Fast Start to your new Job” wrote that “transitions are periods of opportunity, a chance to start afresh and to make needed changes in an organization….they are also periods of vulnerability, because you lack established working relationships and a detailed understanding of your new role.”
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The lack of taking the time to successfully on-board new employees including executive management is very costly. It is estimated that 37B each year is absorbed by US & UK businesses because new employees do not understand their roles. How can we minimize the chance that happens to us? Below are some ideas.
Keeping in mind that you never get a second chance to make a first impression, your business should make absolutely sure that new hires feel welcomed, valued, and prepared for what lies ahead during your new employee orientation or on boarding process.
Many candidates come prepared for an interview with a three-month or six month initial plan of action. Often referred to as a 30, 60, 90 day plan, this outline can help steer the new employee to become quickly productive. If you don’t have a plan, you’re relying on the kindness of others for your success. Your career is too important to leave it up to that. Commit to having this plan and incorporate it with the new employee orientation process.
Your plan should be to quickly become conversant on the “what and the why” of past history. You will want to have a good understanding and begin building relationships with your people. It is also crucial to show humility and “follow the golden rule”. [Please see blog on humility]
Be prepared---you only have one chance to set the first impression. Everything you “say and don’t say” communicates in some way. If you haven’t clarified your message, you’ll be reacting in the moment and improvising on the fly. I have never been a “spur of the moment” contributor. I need time to think. I was brought up with the “empty barrel makes the most noise syndrome”, most times when I was asked for my immediate thoughts or ideas, the communication of my messaging I felt, were not clear. For me, it is far better to map out my plan prior to speaking. Don’t get me wrong, some people have a natural gift for improv. Bravo if you have it. For most, it’s far more effective to have thought it through in advance.
Also, keep in mind these common mistakes that leaders make on day one:
- AVOID “I stories”
- Don’t say anything (good or bad) about your former company.
- Don’t say anything negative about anybody
- Be wary of information regarding your personal life.
There is no “I” in team!
Solid, tactical preparation with on-boarding can help immensely in successful outcomes. Failures in new roles almost always come back to either poor fit, not getting done what needed to get done, or something changing. Everyone involved generally tends to blame someone else.
Failed executives say, “They turned out to be different,” or “They didn’t give me the resources I needed,” or “They changed.” Conversely, the bosses of the failed executive say he or she, “Wasn’t what we expected,” or “Didn’t get done what we needed,” or “They changed.” How often in exit interview do you hear the company referred to as “They”? Let’s become “We” in everything we do & say.
Virtually the only thing a new leader can do alone after day one is fail. All success in management begins and ends with the team. The most successful leaders build their teams over the first 60 - 90 days by getting to know everyone, their interests, their strengths and building on them. Everyone brings something to the table and the effective manager will build on those strengths. Setting up short-term goals with everyone that are SMART goals and celebrating “early” wins with everyone can have a profound impact on successfully building your organization. As we do this it begins to build the chemistry, core values, belief and culture. It builds on the individual’s strength and injects confidence.
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