1. INITIAL ON BOARDING COACHING
Accelerating the transition of new executives to their organization, team and role
Karen R. West, PhD
YSC US South Office
Houston, Texas
Office:
Cell:

2. Initial On Boarding Coaching
Phase 6
Final Transition
Meeting
Phase 5
Transition
Meeting 2
Review Progress and Pulse Results
Discuss Ongoing Issues
Development Planning
Phase 4
Transition
Meeting 1
Review On Boarding Experience and Initial Pulse Results
Review experience with Reporting Senior
Review/Coaching regarding Integration Plan
Phase 3
EDP
Team Integration Process
Review/Coaching regarding Integration Plan
Feedback to Reporting Senior
Determine Pulse Questions
Phase 2
Pre-Interview
Phase 1
Four Hour Interview
Feedback to Executive & Reporting Senior
Written Report regarding Key Initial On Boarding Issues
Executive Given Integration Plan Guidelines
Initiate Process &
Schedule Assessment
Reporting Senior Interviewed:
Strengths
Concerns or Opportunities
New executive scheduled for meeting with YSC
Process described to executive
Questions answered

3. Implementation Guidelines
Initial On Boarding Coaching works when:
New leader comes from outside company
New leader transfers from an associated operation
New leader due for promotion or role changes
Best when:
Process started within first 30 to 60 days
Facilitated by:
2 YSC consultants, including the same YSC consultant who conducted the EDP; 1 with smaller teams

4. Phases 1-3: Environmental Scan
1. New executive is scheduled for meeting with YSC
2. Key Individuals interviewed:
Reporting senior, Outgoing executive, others as desired
Strengths
Opportunities
Concerns
Role challenges and goals
3. EDP conducted
Four hour interview
On Boarding Integration Plan is given and explained, timeline set and scheduled for initial first draft, EDP feedback session, and Team Integration Process (note: all on same trip)
Written report generated regarding key Initial On Boarding Issues

5. Phase 4: Team Integration & Feedback
Team Integration Process
Team process to integrate leader with understanding of organization and team
Review of On Boarding Integration Plan
After Team Integration Process in order to include relevant information from Team Integration Process
Feedback to Reporting Senior
A 3 way conversation regarding:
On Boarding Integration Plan
Discussion regarding other emergent issues
Determine 5 or 6 Pulse questions for follow-up feedback from team and reporting senior

6. TEAM INTEGRATION PROCESS DESCRIPTION
Objectives
Activities
Prepare leader for process
YSC Consultants meets with Leader to:
Review the process and establish objectives.
Review and revise questions.
Explore special issues and concerns.
Prepare team for process
(Optional) If significant underlying issues exist between the Leader and the Team, the YSC Consultants should meet with Team Members to:
Review the process, objectives, and benefits.
Review questions. Seek additional questions.
Explore special issues or concerns.
Gather Team data
YSC Consultants meets with the Team to:
Review agenda
Gather Team’s responses to selected questions.
Record all responses on flipchart or transparency.
Record additional issues/questions in a “Parking Lot.”
NOTE: Also can conduct one-one-one sessions depending on situation
Prepare Leader for discussion
YSC Consultants meets with the Leader to:
Review information gathered from Team.
Plan for discussion
YSC Consultants summarizes responses?
Leader reacts to selected questions?
Leader responds to all questions?
Plan Leader’s key messages.
Exchange information
Foster mutual learning
Build trust and encourage open communication
Leader and Team reconvene.
The Leader:
Comments on the Team’s responses.
Communicates key messages.
The YSC Consultants:
Records Team commitments and Leader commitments.
Records future agenda items on “Parking Lot.”
Provide closure for the discussion
As a final step, the YSC Consultants brings closure to the process by reviewing any agreements regarding action steps or parking lot issues.
Many groups close the session with a team-building event. 1.
Planning
(with Leader) 2.
Planning
(with Team)
Optional 3.
Data Gathering
(with Team) 4.
Debrief
(with Leader) 5.
Leader & Team
Discussion 6.
Close 1

7. Objectives of Team Integration Process
Accelerate the creation of effective working relationships between a new leader and their team
Become acquainted with respective operating styles
Establish open channels of communication
Understand mutual expectations
Exchange views

8. Outcomes for New Leader from Team Integration Process
Leader can share ideas and philosophies
Clarify mutual expectations
Build foundation of trust
Leader can hear and address the team’s concerns and questions thereby:
Alleviate potential misunderstandings
Dispel erroneous group assumptions
Gain insight into the Team’s operating style and their expectations

9. Outcomes for Team from Team Integration Process
Brings the team together to create alignment about:
New leader
How they want to function
Learn the new Leader’s operating style, personal priorities and expectations
Take advantage of a forum that allows team to surface as a group, potentially sensitive issues or concerns

10. SAMPLE AGENDA for Team Integration Process
Time
Activity
Location
5 min.
Welcome
Meeting objectives
Agenda
Ground Rules and Commitments
Conference Room
60 to 90 min.
Data Gathering (with Team)
Gather responses to “Questions to the Team.”
Break (Team takes Break during Leader Debrief)
30 min.
Debrief (with Leader)
Debrief Leader on group responses.
Prepare Leader’s responses.
(While Group
is on Break)
90 min.
Leader & Team Discussion
YSC Consultant sets a positive tone for the discussion by first reviewing the group’s overall “messages” to the Leader.
Leader reviews and comments on responses gathered from “Questions to the Team.”
Leader communicates their key messages to the group.
YSC Consultant records “Team Commitments” and “Leader Commitments,” as well as “Parking Lot Issues” (i.e., future agenda items) during the discussion.
Close
Action item review.
Parking lot review.
Summarize Team Commitments and Leader Commitments.
Ground Rules
1. The Leader has the right not to respond to any question.
2. If they do answer, it is the truth as they know it.
Commitments
The group agrees to keep this process:
1 Candid
2 Constructive
3 Confidential
4 Fun

11. On Boarding Integration Plan
Situation Assessment
Relationship Development
Business Plan & Priorities
Personal Performance Objectives
Personal Development
Organizational Assessment
Development of Effective Team Processes
The Team Integration Process informs
some or all aspects of the
ON BOARDING Integration Plan

12. Example Psynergy Integration Plan
Areas to Address
Actions / Key Dates
Results / Next Steps
Situation Assessment
Reach out vertically and horizontally
Actively solicit opinions, ideas
Identify strengths, weaknesses, opportunities and threats in areas of accountability
Establish list of priorities
Organization Effectiveness Assessment
How do they help or hinder effectiveness:
Structure
Systems
Processes
Culture
Relationship Development
Identify and reach out to key stakeholders to build rapport, relationships and understanding
Business Plan / Priorities
Clarify strategic direction and priorities
Develop a clear business plan
Personal Performance Objectives
Develop personal performance targets
Personal Development
Develop personal vision statement
What steps will be taken to specifically address personal development needs
Organization Assessment
Assess talent/skills of people
Identify actions as appropriate
Development plans for Direct Reports
Reassignments
Promotions
Exits
Develop an Effective Team Process
Role clarity
Decision making
Process
Authority
Meeting and business review processes)

13. Phase 5: Review & Refocus
Review On Boarding Experience Thus Far
Review/Coaching regarding Integration Plan
Review Process with Reporting Senior, checking for:
Validity
Emerging Concerns

14. Phase 6: Ongoing Development
Review Progress
Review/Coaching regarding Integration Plan
Developmental Planning, including:
A 3 way conversation with Reporting Senior, regarding:
Review of Integration plan
Discussions regarding other emergent issues
Future opportunities