My friend Patricia Wheeler and I ran a workshop on executive onboarding today with a number of Talent Management professionals in Atlanta, GA. We asked our participants to reflect over their first-hand experience of onboarding –their own or someone else’s – and identify success factors and seeds of failure. Here is a summary of what they had to say:
Success Factors
- There is an assessment of the organizational context prior to the new leader’s onboarding to assess “fit”
- The hiring leader clearly communicated his/her expectations about onboarding to the team in charge of designing and implementing it.
- The onboarding plan is detailed and spells out who is responsible for what.
- The hiring leader made him/herself available to spend time with the new executive.
- The team in which the new leader is coming on is empowered to shape the onboarding experience.
Seeds of failure
- Lack of planning
- Building on false assumptions from all stakeholders involved in the process.
- The onboarding process fails to capitalize on the value that the new executive brings to the role – it can event restrict it by design at times.
- Mentoring is unconstructive and/or absent altogether.
- There is a lack of political awareness among those planning the onboarding process
- Senior leadership fails to listen to opposite points of views
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