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Why is there a growing interest in managerial and executive onboarding?

Article Overview: Research shows up to 40 per cent of promoted leaders fall short of expectations in the first eighteen months and the figure is higher for newcomers to the organisation. There is a growing awareness that the cost of failure is too great to leave successful transitions  to chance. Executive onboarding programs improve retention and reduce the risk by providing a formal process beyond orientation, giving new leaders the best start possible.

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Why is there a growing interest in managerial and executive onboarding?

The early days in a job are challenging for newly appointed leaders. They have a lot to learn about their organisation, its people and its market. Many believe they can do this intuitively; after all, they have been successful in previous roles.

It is tempting for new leaders to put effort into ‘what to do' at the expense of how to go about it - they need to take time to understand the culture, clarify stakeholder expectations and identify areas for personal development so they can be highly effective.

Research shows up to 40 per cent of promoted leaders fall short of expectations in the first eighteen months and the figure is higher for newcomers to the organisation. There is a growing awareness that the cost of failure is too great to leave successful transitions  to chance. Executive onboarding programs improve retention and reduce the risk by providing a formal process beyond orientation, giving new leaders the best start possible.

LDN International's approach to onboarding.

Over the last eight years our team in Australia and New Zealand has refined a process to help executives and managers assess the demands of a new job and measure their capability against those demands; by increasing their self awareness they are better able to deploy their strengths and make the personal changes necessary to do well. The result is the 90-Day Plan^TM, a proven framework for managing leadership transitions. It is a structured, yet flexible, approach to accelerating integration and building skills for success.

How is the 90-Day Plan^TM delivered?

The 90-Day Plan^TM is available in two formats. The 90-Day Plan^TM for executives is delivered as an individual coaching program over an agreed number of sessions. An experienced business-oriented coach provides confidential support during those all-important  early days.

The 90-Day Plan^TM for managers is available in a mix of self-paced learning and short workshop sessions. Typically, this is integrated into existing organisational development systems and may be delivered in whole or in part by in-house practitioners.

How is the success of the program measured?

The 90-Day Plan^TM is designed to have an immediate and ongoing impact on new leaders as well as lasting benefits for the organisation.

We have tracked its specific outcomes through detailed feedback from participants and their key stakeholders. We will continue to do this to ensure we are meeting the evolving needs of participants.

What benefits have been gained?

A global company reported much higher satisfaction levels with the performance of incoming executives after the program was introduced. The executives themselves were favourably impressed by the company's obvious commitment to their career success.

A financial institution found the 90-Day Plan^TM had a profound effect on the way development was perceived. Participants really engaged with the program as it offered a critical development opportunity at a time when they were most receptive to it.

One executive found the tools in the program so useful he decided to use them to align and develop his new team. The program has since been adopted for all new executive and managerial appointments.

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Article Tags: Australia, coaching, development, executive, job, LDN International, leaders, leadership, new hires, New Zealand, onboarding, organisation, program, workshop

About the Author: Hilary Sayers
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Hilary Sayers LDN International Hilary has diverse business experience including operations in a busy retail environment, change management in government and innovation and international marketing in professional services. She has successfully established two professional development companies from start up. With a passion for seeing people perform and grow, Hilary decided in 1999 to apply first-class leadership development to her consulting practice. She was a pioneer in bringing Lomingerâ€™s Leadership ArchitectÂ® tools to Australia and setting up a centre of excellence for 360 degree feedback. Hilary has provided feedback and coaching to many hundreds of executives and managers. Her approach is outcome focused and business oriented as well as positive and encouraging. At LDN International, Hilary leads a team of talented people who have created innovative leadership and talent development systems for the global market. Hilary holds a Bachelor of Arts degree in the Social Sciences (Psychology and Sociology) from Monash University. She is a Master Certifier in the Leadership ArchitectÂ® suite of tools and accredited to use Hogan Assessment and MBTI (Step II). She is a member of the Australian Institute of Company Directors.

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