While there is certainly an overlap, there are important differences between executive onboarding and performance failures. The vast majority of people that fail in jobs fail for one of three reasons: poor fit, poor delivery, or poor adjustment to a change down the road.
Poor fit is always a failure of selection, due diligence or attitude during onboarding.
Poor delivery is an onboarding failure if it’s caused by getting up to speed too slowing and a performance failure later on.
Poor adjustment is an onboarding failure if it’s rooted in not yet having built a network of trusted advisors to point out the need to adjust or how to adjust. It’s a performance failure if it’s rooted in a fundamental inability to see changes or listen to others.
Have you ever experienced challenges in your business that you resigned yourself to missing your financial plan? Teams in the National Football League encounter the moment where they are playing to make the playoffs or “playing for next year”.
We’ve heard it a million times in a million different ways. You can’t embrace the future with one foot stuck in the past. You can’t go forward if you’re looking in the rearview mirror. You can’t solve problems with the same thinking that created the problems in the first place. The common theme is about the need to close out one chapter in order to embrace the next one.
If a new leader’s first encounter with a future direct report is when they are being interviewed for a job, the balance of power is inverted. The subordinate has more power in the interview. The new boss is going to have more power later.
The Ad Age headline “TBWA/Media Arts Labs Cuts 50 Jobs To Adapt To Client Apple’s Changing Needs,” will not have made it onto most of your radar screens. Some of you pay attention to what’s going on at Apple. But almost none of you pay attention to what’s going on...
Leaders inspire and enable others to do their absolute best together to realize a meaningful and rewarding shared purpose. Great leaders add bringing out others’ self-confidence by emphasizing confidence-building in their approach to the direction, authority, resource, and accountability aspects of delegation.
Don’t miss your chance to capitilize on changes in your environment – there is no time like the present to step back and assess how to adapt your business to capitalize on changes and get ahead of your competition.
Charles Scharf is not moving to San Francisco from New York for his new job as CEO of Wells Fargo. It’s one of the red flags that should make anyone question a new employee’s commment. Expect new employees to say they are committed. Be grateful when they demonstrate...
Nike approached expansion by minimizing the variables it changed. Do the same in your job search, changing only what you must across your job and function, industry, geography, personal brand. and relationships. That focused approach will give you an unfair advantage over those trying to be everything to everybody.
As An Executive Onboarding Into A New Role, Engage Intellectually, Emotionally And Practically – In That Order
as an executive onboarding into a new role, you need to apply deliberate thinking to lock down an intellectual framework for your new situation, carefully choose the stories that will help you connect emotionally, and then evolve processes to embed new ways of thinking, feeling and practical action.
The lesson for all leaders is that compliance may not be enough. You need contribution or commitment.
Strategy is choosing what not to do. Choosing not to focus is choosing to be average at everything. And average does not win. The latest research shows yet again that “the path to superior performance is determined by management’s decisions about where to focus the firm’s strategic resources.
How Nissan’s Makoto Uchida Should Channel Lyndon Johnson As He Takes Over From Carlos Ghosn
No one ever argues against the concept of leveraging complementary strengths. Yet few really do it. Why? Because it only really works if you believe that someone else’s strength offsets one of your own weaknesses.
The most effective senior leaders are master delegators. Before doing anything themselves, they ask “Who can do this task instead of me?” Minority Business Development Agency head, Henry Childs says that is now the wrong question. Instead, they should ask “What can do this task instead of any of us?” They should do this in areas they can scale while investing in their areas of competitive advantage.
This article is written for those considering taking their jobs. Know that there’s always risk in taking a new leadership position.