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Getting New Managers to Deliver Quickly

Written by: Hemant Karandikar

Article Overview: As companies start transforming their businesses in response to changing market conditions, they need their people to deliver. Every CEO faces two main people challenges. The CEO's first challenge is to develop current high performers into good leaders who can put in place a multiplier effect on their talents. The CEO's second challenge is to induct new talented people and get them off the block quickly. Organizations that have a strong process culture can get their new manager's off the block quickly and with less pain.

Getting New Managers to Deliver Quickly

People challenges

As companies start transforming their businesses in response to changing market conditions, they need their people to deliver. Every CEO faces two main people challenges. The CEO's first challenge is to develop current high performers into good leaders who can put in place a multiplier effect on their talents. The CEO's second challenge is to induct new talented people and get them off the block quickly. For new businesses attracting good people can a daunting task, but once in their acceptance is not difficult. New people are more likely to be welcome. For businesses that have been around however, getting new people accepted can be quite difficult.

Orientation programs

Often, initiating new people is handled through some orientation program. It is expected that new people, particularly at senior levels, are capable enough to take care of themselves. But despite the increasing importance of a fast start, new managers face daunting obstacles in getting connected. Without some initial support and a framework for learning, many managers find it difficult to reach out to new colleagues themselves. For example, an experienced manager who's just starting out in a new job may hold the traditional belief that you only go to higher-ups for advice and information. Thus she misses out on making connections with knowledgeable peers and subordinates. And managers of all ages worry that by asking questions, because they might be seen to be incompetent.

Process way helps

I had an interesting experience at one the organizations I am consulting with. We had established a permanent process way through process measurements, process MIS and ongoing process improvement efforts. When a new VP Manufacturing was appointed, he was given a short overview of the processes and their reviews. The new VP got into his role very quickly. Of course , he was formally and informally introduced to the team. But, the process framework addressed his work related questions immediately and directly. It helped him assess existing situations quickly. It helped him taking an informed and independent view on what he should focus on straightaway.

If organizations have a strong process culture that overrides a functional organization, new people find it easy to start performing sooner.

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Article Tags: ceo, colleagues, daunting task, good leaders, improvement efforts, initial support, measurements, multiplier effect, new businesses, new job, new vp, obstacles, orientation program, orientation programs, peers, process improvement, short overview, subordinates, traditional belief, ups



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