On-Boarding Process On-Boarding three-step process: 1.Get clarity around expectations 2.Ask what is important to learn and from whom to learn it 3.Ask about the processes, procedures and changes the organization intends the leader to implement at the end of three months, six months and one year
On-Boarding Process before getting started Beyond office supplies: Completing Employment Forms Payroll Payroll Direct Deposit Direct Deposit Withholdings Withholdings Pay Schedule Pay Schedule Benefits Benefits Systems Access Access Access Extranet / Internet Extranet / Internet Voice Mail Voice Mail New Telephone Number New Telephone Number Keys Keys Pass codes / Security Security Access Codes Security Access Codes Company Identification Cards Company Identification Cards Business Accessories Business Cards Business Cards Company Credit Cards Company Credit Cards Phone Cards Phone Cards Work Station Secretarial Support Secretarial Support Office Office Office Furniture Office Furniture Computer Equipment Computer Equipment Office Supplies Office Supplies Who, What, Where Organizational Chart Organizational Chart Employee Directory Employee Directory Employee Manual Employee Manual Plant Tour Plant Tour HR Issues Position Description Position Description Training Schedule Training Schedule Dress Codes Dress Codes Hours Hours Company Review The Company’s web-site The Company’s web-site Corporate History Corporate History Corporate Culture Corporate Culture Vision,, Values Vision,, Values
On-Boarding Process Stakeholders: People inside or outside your agency or department area who have a vested interest in the success of your endeavors (and in whose endeavors you, reciprocally, have a vested interest).
On-Boarding Process - Relationships
Prior to conducting any stakeholder diagnostics, make sure you think about: the relationshipthe relationship its importance to your goalsits importance to your goals each stakeholder ’ s potential questions about your roleeach stakeholder ’ s potential questions about your role your questions of themyour questions of them your potential sources of agreement or conflictyour potential sources of agreement or conflict the tone and approach you wish to take.the tone and approach you wish to take.
On-Boarding Process – first two weeks Align with Boss: The following issues are discussed formally and clarified between the new leader and the boss. The new leader’s role: Where he/she fits in the organization The new leader’s role: Where he/she fits in the organization Mutual Expectations: What both parties expect of one another. Decisions: Define decision boundaries & parameters Communication Preferences: Mutual preferences on how to connect Current “hot issues” in the organization
On-Boarding Process Identify Knowledge Gaps Within the first month, begin to identify the knowledge/skills that are ideally needed to be successful in this role, and identify strengths and gaps.
On-Boarding Process – Setting Goals Critical Goals you must achieve in one year, including the criteria by which each will be measured: Goal _________________________________ Progress within the First 90 Days Progress within 6 Months Progress within 12 Months
On-Boarding Process – first three weeks Engage in “Fast Start” Process with Direct Reports Learn about your direct reports by formally clarifying/discussing the following issues a 1:1 meeting: Understanding the Individual: Who are each of your direct reports? Understanding the Roles: Where each direct report fits in the organization Priorities and Issues: What is most important to each direct report? Mutual Expectations: What are expectations about autonomy, decision making, and communication with each direct report role?
On-Boarding Process – first month Engage in “Fast Start” Process with Your Team Establish direction and clarify expectations within your team by holding a formal “assimilation” meeting to accelerate relationship building and lay the foundation for effective teamwork.
On-Boarding Process – Month Immersion Fine tuned, exploratory learning Fine tuned, exploratory learning Managing the business Managing the businessTasks Develop a deeper understanding of the situation and the people; see underlying patterns; question things more profoundly. Develop a deeper understanding of the situation and the people; see underlying patterns; question things more profoundly. Reassess priorities. Reassess priorities. Settle questions and problems concerning key personnel; work out differences. Settle questions and problems concerning key personnel; work out differences. Prepare for reshaping actions, perhaps major changes in strategy or organization or both. Prepare for reshaping actions, perhaps major changes in strategy or organization or both.
Results Little change, but important learning Little change, but important learning Fuller knowledge of organizational / departmental needs. Fuller knowledge of organizational / departmental needs. On-Boarding Process – Month On-Boarding Process – Month Reshaping Intervention and action-oriented, a very busy time. Acting on the revised concept. Intervention and action-oriented, a very busy time. Acting on the revised concept.
Tasks Reconfigure organization / department based on new understandings.Reconfigure organization / department based on new understandings. Deal with underlying causes of residual problems.Deal with underlying causes of residual problems. Open to unanticipated problems that emerge as a result of former changes.Open to unanticipated problems that emerge as a result of former changes.Consolidation Evaluate learningEvaluate learning Follow-throughFollow-through On-Boarding Process – Month
On-Boarding Process Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, nor prejudice. They have a preference for innovation.
On-Boarding Process – Rising to the next level Difference Between What Managers and Leaders Do ManagementLeadership Working in the systemWorking on the system ReactCreate opportunities Control risksSeek opportunities Enforce organizational rulesChange organizational rules Seek and then follow directionProvide a vision to believe in and strategic alignment Control people by pushing them in the right direction Motivates people by satisfying basic human needs Coordinate effortInspire achievement and energize people Provide instructionsCoach followers, create self-leaders, and empower them
On-Boarding Process Newly Promoted Senior Manager / Executive Classic Managerial WorkNew Leadership Task PlanningCreating vision and empowering Organizing the hierarchyAligning the web of relationships InspiringMeasuring ControllingCoaching
On-Boarding Process Leading Change Leadership is about getting people to abandon their old habits and achieve new things, and therefore largely about change - about inspiring, helping, and sometimes enforcing change in people.