Category: Team & Culture
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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The Leadership Paradox II: Strategy v. Execution
Leaders are expected to manage the details, and also understand the strategy. These opposing skills are difficult for many managers to master - most tend to lean one way or…
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Combining Two Perspectives on Onboarding
Now that we've finished our next book, Onboarding: How to Get Your New Employees Up to Speed in Half the Time, we were able to step back and look at…
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Learning from the first 100 days of Barak Obama as president
As we near the end of Obama’s first 100 days, much is being written about what has worked or not worked so far. Keep in mind that a new leader’s…
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