By definition, executive onboarding involves a change in circumstance. No matter how strong the executive is, that change is risky. Executives that get help accelerate progress and reduce their risk of failure. Given that, you’d think everyone would be open to help. But, as Stanford Business School’s then dean, Robert Joss, told me in 2001, only 20% of leaders have the confidence required to be open to help. Make sure you’re one of them yourself and associate with others that have that confidence.

As I’ve said throughout this series, executive onboarding is the key to accelerating success and reducing risk in a new job. People generally fail in new executive roles because of poor fit, poor delivery or poor adjustment to a change down the road. They accelerate success by 1) getting a head start, 2) managing the message, 3) setting direction and building the team and 4) sustaining momentum and delivering results – with the help of others.

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