Executive Transitions
All leaders are challenged to meet business objectives in an ever evolving business landscape, but for leaders new to role and/or organization, the hurdles are far higher. In addition to core business challenges, new leaders must quickly comprehend and navigate the tensions of competing priorities while simultaneously adapting to the culture and establishing effective internal and external relationships. Leaders who manage transition successfully create significant returns for the organization. With appropriate support, the new leader and team successfully ramp up to full productivity 9 months faster than average and 90% meet their three-year performance goals. Despite this, 40% of new executive transitions are declared failures after 18 months. Why?
Typical new leader challenges
The New Leader may experience some or all of the following challenges over the course of the first critical months in role as he or she
- is challenged to create and sustain the credibility and accountability needed with stakeholders
- finds that the organization’s culture is vastly different from that with which he or she has been accustomed
- brings energy and drive but struggles to obtain the followership required for the change they need to drive
- operates from too much of a “big picture” orientation, or conversely, tends to a micro execution/tactical focus in assessing context or making decisions
- has insufficient industry insight or context to engage with, shape or execute the strategy
Accelerating a successful integration process
Many organisations tend to focus on finding the “right” leaders, but approximately 50 % neglect the critical elements that characterize an efficient and successful integration of a leader new to role or new to organisation (HBR ‘Onboarding Isn’t Enough’, 2017)
Accelerance’s Executive Transition Programme is a 6 to 9 month customized integration process that accelerates the new leader’s establishment of foundations required for sustainable success. Structured to complement internal HR on-boarding processes, the Programme supports the new leader in:
- Assuming operational leadership
- Taking charge of his or her team
- Aligning with internal and external stakeholders
- Grasping and engaging the culture
- Articulating strategic intent
Elements of the Programme include
- Articulation of stakeholder map to capture a complete view of the New Leader’s environment
- Completion of an organizational diagnostic to enable an informed, well-rounded view of the business landscape; the themes are captured in a SWOT, feedback summary and as relevant, the New Leader’s PDP (personal development plan)
- Facilitation of a new leader assimilation workshop to enable the rapid development of solid working relationships across the New Leader’s leadership team
- Facilitation of a leadership team workshop to align on focus, short to long term deliverables, critical interfaces, and core ways of working
- Creation of a PDP to enable the New Leader to build on core strengths and effectively address areas of further development
- Definition and presentation of an individualized, comprehensive New Leader Roadmap to enable full transparency regarding the challenges and commitments, and procure key stakeholder endorsement for the New Leader’s journey
- On-going coaching and consultation, as needed, by the Transition Consultant/Coach
Benefits of the Programme
The Programme supports the New Leader to :
- establish critical relationships with his/her team, colleagues and stakeholders
- grasp and leverage the culture to enable alignment and buy-in
- define and articulate strategic intent across relevant time horizons
- leverage existing leadership strengths while identifying development needs vis a vis the new role
The Programm benefits the organisation by:
- accelerating the ‘getting to know you’ phase for all parties (new leader, team, stakeholders)
- facilitating alignment across key stakeholder groups, key to leading to decision-making and implementation
- Identifying potential risks, derailers for the New Leader, his team, and the organisation
Testimonials to the value of the Programme
Regional Franchise Head Pharma (APAC): this is a fantastic program. It is good to feel supported and encouraged by our regional president and by the company. I am enjoying a lot my interactions with the transition consultant and coach. It is a great chance and an opportunity to step back and reflect on the company, its processes, its transformation, myself as a leader and a driver of chance.
Country GM (Russia): the program helped me to prepare mentally, to make me feel I was not working alone. There is a senior person that you can trust, can reach out to and who will give you non-biased thoughts. Importantly, you can share mistakes, concerns and any challenges on your agenda. No one is perfect leader, we don’t always know what will work for us, but I think differently with a sounding board who has clear intention and want to see me succeed. This is an invaluable experience.
Relevant case studies: