40% of new leaders fail in their first 18 months. A lot of these failures are preventable, including the ones that could have been mitigated if the new leader had done the right due diligence to uncover and mitigate organizational, role, and personal risks by getting answers to three critical questions:
What is the organization’s sustainable competitive advantage?
(To get at organizational risk.)
Did anyone have concerns about this role; and, if so, what was done to mitigate them?
(To get at role risk.)
What, specifically, about me, led the organization to offer me the job?
(To get at personal risk.)
Scouts, Seconds, Spies
Getting at these often requires help from scouts, seconds, and spies. Scouts are people outside the organization with a view in. Think in terms of customers, suppliers, analysts. Seconds are people inside the organization with a bias to help with the new leader's onboarding. Think in terms of the new leader's boss, HR, internal coaches and mentors and the like. Spies are people inside the organization not afraid to tell truth to power. Think about the administrative support network or people several levels down.
Risk Assessment
Not all risks are the same.
If you’re facing – You should:
A low level of risk - Do nothing out of the ordinary (but keep your eyes open for the inevitable changes to come).
Manageable risk – Manage it in the normal course of your job.
Mission-crippling risk - Resolve before accepting the job or mitigate before doing anything else if already in the job.
Insurmountable barriers - Walk away.
The definition of executive search is getting married after four or five dates.
I continue to believe that recruiters must take more accountability for disclosure. A candidate is at a disadvantage in the search process. Yes, the recruiter works for the employer, but in the interest of executing the engagement correctly, they must provide the candidate with the good, the bad and the ugly regarding their client, and companies who really believe in onboarding should expect nothing less from their search consultants.
If the client misleads the recruiter, then you should fire the client.
Yes, it’s a two way street. I agree with John: “A candidate is at a disadvantage in the search process.”
Recently was interviewed on a Monday called me back on Wednesday, made an offer on Friday and wanted an answer immediately. Way too quick, but I guess it was a case of desperate people do desperate things.
Turns out of course it is obvious to state, but it didn’t really work. Two way street here. I was not able to jump in and understand everything on the spot, and there was a edge of brutality in the VP’s behavior towards his direct reports. In a few weeks I was having physical symptoms of stress, breathing problems, sleep problems, digestive problems. So after three months, I said to myself “who needs this?” and I gave notice. And I am glad I left.
Not every position works out. Not every “opportunity” is worth it.