Category: Transition Management
ID Covert Detractors
When you onboard into a new role, or any time you try to change things, your efforts will have supporters, watcher, and detractors. The most dangerous are the covert detractors. …
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Onboarding Strategic, Organizational and Operational Processes
PrimeGenesis partner Rob Gregory has a rare way of reducing complexity to a couple of pieces of common sense that most can understand. He was the first to make me…
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Inspire and Enable: From 3E to 5E Onboarding
Procter & Gamble recently switched from driving 3E leadership to 5E leadership. At a very high level, 3E leadership is Envision, Engage and Execute. 5E adds Energize/Inspire and Enable to…
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Team 100-Day Action Plans for onboarding or re-starts
Inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose is the never-ending job of a leader. Because everything is always changing…
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Leadership Paradox III. Who is it about?
New leaders often do not know how to talk about themselves - should you use "we" or "I" when talking about your results, your benchmarks, and your achievements? The answer…
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New leader, hiring manager, organization onboarding confluence
We just finished the first draft of our third book on some aspect of onboarding. The New Leader's 100-day Action Plan is written for new leaders. (Imagine that!) Onboarding is…
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Role Risk
Did anyone have concerns about this role: and, if so, what was done to mitigate them? One of the most important things to explore during the due diligence phase of…
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Buying vs. Selling in Interviewing
When it comes to interviewing and the recruiting stage of onboarding, it's useful to separate buying and selling.(1) If interviewing: Sell First. Then Buy. You cannot turn down a job…
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The Importance of Alignment in Onboarding
The degree and quality of alignment may be the single biggest difference between onboarding success and failure. Organizational risk's level may not be as important as how aligned people are…
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