There has been much focus in recent years on the importance of ‘onboarding’ new appointees; ensuring that they successfully integrate into the organisation and amongst other things start adding value in the shortest possible time. But what about the new hire – they also have a role to play in the process. After all, it is not just the responsibility of the employer!
At the recent Annual Global Conference of IRC Global Executive Partners in New York, one of the speakers was Mr John Lawler, Managing Partner of PrimeGenesis. PrimeGenesis is a leading executive onboarding firm and Lawler is the co-author along with George Bradt and Jayme Check of the soon to be published 4th edition of the book The New Leader’s 100-Day Action Plan.
Lawler contends that in complex environments, in times of rapid change and where expectations of new leaders are high, an incoming executive needs to preplan for his or her first 100 days in the organisation to maximise chances of success.
Lawler suggests that four key elements should be present as part of the executive’s personal onboarding plan:
According to Lawler, rather than just ‘showing up on day one’, the leader of today needs to preplan and prepare. This will ensure that the first 100 days are most effectively spent on delivering on the ‘what and how’ as the leader sets up the organisation, division or function for long term success.
You might also be interested in:
Recently, the concept of a traditional career is being challenged, which in turn is steering companies toward constant learning experiences that allow employees to build skills quickly, easily, and on their terms. These new learning models are challenging the traditional concept of a static career and reflect the decline of skills critical to the twenty-first-century organisation.
The Covid crisis has had a major impact on global business – including of course the businesses that directly serve patients; pharmaceuticals and healthcare. So are the changes here to stay?