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Patricia Wheeler, Ph.D.
Managing Partner, The Levin Group LLC
For Hyderabad Professional Coach Association
June 5, 2010
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3
Success and Failure in Senior Executive Transitions:
Alexcel / Institute of Executive Development Research
Phase 1: 2007-2008
Web-based survey with selected interviews
Targeted leaders in top 5% of their organizations
152 respondents
107 organizations 12 countries 21 industries Average size = 2,500 employees and $650M revenue
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Even Senior Leaders Fail
External Hires Internal Transfers
4
Source: Alexcel Corporation and the Institute of Executive Development, 2008
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What Drives Failure at the Senior Level
68
45
15
0 25 50 75 100
Interpersonal leadership skills
Personal skills, including the
need for better self-
management and focus
Technical or business skill
Reasons for Failure
Source: Alexcel Corporation and the Institute of Executive Development, 2008
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What is the Real Learning Curve?
7%
18%
3%
25%
47%
25%
37%
29%
8%
1%
0% 10% 20% 30% 40% 50%
< 1 month
1 - 3 mts.
3-6 mts.
6-9 mts.
> 9 mts.
Internal Transfers
External Hires
Source: Alexcel Corporation and the Institute of Executive Development, 2008
6
How many months does it take in your organization for asenior executive in a new role to reach full productivity
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Resources Provided
Internal External
Whats done What Works Whats done What Works
Pre-employment activitiesn/a n/a 26% 8%
Orientations with other new executives22% 11% 46% 19%
Mentoring/informal buddy networks47% 30% 48% 46%
Executive coaching33% 43% 28% 36%
Customized assimilation plans33% 38% 33% 38%
What Worksand What Doesnt
Source: Alexcel Corporation and the Institute of Executive Development, 2008
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Key Transition Stakeholders:
What drives success
Manager
New Leader
Human Resources
Understand your role
Listen and listen some more Know how your performance
will be measured
Know how decisions are really
made
Seek multiple points of view
Be resilient
Provide a roadmap for
success
Help keep the manager
involved and engaged inthe process
Help the new leader find:
A mentor to help build
a strong network
Buddies to answer
basic questions in aninformal way
An External Executive
Coach to address
sensitive and
confidential issues
Support both external and
internal hires
Give clear role expectations
Help set realistic milestones
Provide timely feedback
Help leaders connect with
new peers
Invest in coaching andmentoring as appropriate
Stay engaged!
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Manager
New Leader
Human Resources
Doesnt clarify role,objectives and culture
Doesnt create new
stakeholderconnections
Is overconfident in skillsand abilities
Assumes past successautomatically leads tofuture success
Doesnt know leaderstrengths and
challenges
Doesnt provide earlycorrective feedback
Assumes the manageriscoaching/developing
effectively Doesnt help new
leader identify keystakeholders and buildrelationships
Doesnt clarify roleexpectations/timelin
es Expects the new
leader to succeedwithout sponsorshipand support
Waits too long tosuggest course
corrections
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Suggestions to maximize transition success:
Measure qualitative skills in your
hiring process
Set reasonable expectations fortransitioning leaders
Support internal transitions as well
Invest in coaching and mentoring
Find mistakes early and take decisive
action
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