Lynn M. Lorenz, MBA, SPHR 2012 Virginia SHRM State Conference April 23-25, 2012
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Lynn M. Lorenz, MBA, SPHR 2012 Virginia SHRM State Conference April 23-25, 2012
} Importance of helping new leaders more quickly integrate into the organization
} How a New Leader Integration Process to enhances leader/employee communications
} Model to facilitate a New Leader Integration session
} What’s in it for HR?
Orientation Paperwork
Office Set-up
Introduce to Colleagues
Company Info
Introduce to Employees
Meetings with Key Contacts
} 90% of employees make their decision to stay at a company within the first six months ‒ Study by Aberdeen Group, August 2006
} 40% of newly appointed leaders leave in 18 months ‒ Michael Watkins, The First 90 Days, HBS Press, 2003
} First 3 months of a new leader’s term are the “make it or break it” period ‒ Robert J. Grossman, “Ensuring a Fast Start,” HR Magazine, July, 1999
} 80% of new leaders need help, but won’t ask ‒ Susan J. Wells, “Diving In,” HR Magazine, March, 2005
“All organizations need to make onboarding part of any strategy that is focused on workforce retention and productivity…” Required actions to become best in class:
“All Aboard: Effective Onboarding Techniques and Strategies,” Study by Aberdeen Group, 2008
} Begin onboarding before the first day of work and extend up to six months to a year after hire
} Focus on the “human” element of onboarding and include socialization as a primary focus
} Identify business issues that can be addressed by onboarding and put in place programs to address them
“Companies discover they can improve their chances of retaining executives if they involve HR leaders in creating and supporting the onboarding process… Actually supporting leadership transition should be viewed as any other business imperative – because it is one.” Key considerations:
Susan J. Wells, “Diving In,” HR Magazine, March, 2005
} Help the leader establish key connections and build strong relationships
} Help the leader establish goals and organizational needs } Talk about the first 90 days of transition activities as
“getting an extra edge”
Harvard Business School* shows that it takes an average of 6.2 months for a new leader/team to reach the breakeven point ‒ The Breakeven point is the point at which new leaders have
contributed as much as they have consumed
1 3 4 5 6 7 2
Breakeven Point
Net Contribution = 0
Months after entry
Con
tribu
tion
0
+
_
Value
Created
Value
Consumed
* Michael Watkins, The First 90 Days, Harvard Business School Press, 2003
} Shorten the time required for a new leader and team to get up to full speed
} Identify and target barriers to peak performance ‒ New leaders are often unaware of key issues/
concerns ‒ Discussing issues as a group reduces guesswork
and misconceptions
} Set climate for openness and willingness to confront and deal with issues
I know
I don’t know
Known to
Others
Arena
Blind Spot
Unknown to
Others
Facade
Unknown
The Arena is small for new leaders when they first come into the position. To enlarge the Arena they must:
‒ Reduce the Blind Spot by soliciting feedback ‒ Reduce the Façade by self-disclosure or giving feedback
Johari Window
Steps (Roles) Outcomes Meet with new team leader (HR)
Expectations for session are established
Invite team to participate (Leader or HR)
Employees begin to think about questions/ information for leader
Assemble team and leader and present introductory comments (Leader and HR)
All participants understand ground rules and process
Capture information from team without leader present (HR)
Questions and concerns for leader are identified
Meet with leader (HR) Leader is prepared to respond to team Facilitate discussion (HR with Leader)
Team and leader have common understanding about expectations and style; action plans may be developed
} Teams often have limited info about a new leader’s priorities and style
} New leader often unaware of some key issues/concerns
} Can take a while to “figure each other out” } Helpful to discuss these as a group – reduces
guesswork, misconceptions } Quick, “safe” way to communicate issues and
questions
} Kick Off the Meeting } Review the team’s responses and prepare
answers to them ‒ Open and honest responses ‒ Simply say so if uncomfortable/unable to answer ‒ Action item list and timeline for items requiring follow up
} Lead the discussion with the team ‒ Correct misconceptions ‒ Provide information/answer questions ‒ Pose questions ‒ Acknowledge understanding ‒ Establish “to do’s” and commit to follow up ‒ Thank the group
} Background and Experience } Priorities and Goals } Performance Requirements } Risk Tolerance, Mistakes,
Innovation } Communication Preferences } Decision Making Style } Ethics } Leadership Style } Personal Interactions
You are invited to participate in a New Leader Integration session for MANAGER on Tuesday, November 11 from 9:00 am to 12 noon. The session is designed to reduce the time it takes for a new leader and her team to get to know each other. To prepare for the session think about what you want MANAGER to know about your team, and identify any questions you have for your new leader – for example about her priorities, prior experiences, or leadership style. We will also discuss some of the key issues and challenges that you think the team needs to address and reach some agreements about future actions. If you have any questions, please contact me at XXX-XXX-XXXX.
9:00-9:10 – Review agenda and objectives (leader) 9:10-9:15 – Set Ground Rules (facilitator) 9:15-10:30 –Team discusses session questions –
flipchart comments (without leader present) 10:30-11:00 – Leader reviews team’s answers
(without team present) 11:00-12:00 – Reconvene as a group and discuss
issues ‒ Leader takes lead in responding to questions and info
from the team ‒ Team participates in discussion and clarification
} Direct, honest input } Confidentiality – no names mentioned, speak for
yourself } No out of bounds questions } Acceptable for leader to say “I don’t know” or “I’m
not ready to answer that” } Support and respect each other } Listen without judgment } Honor commitments/agreements } Anything else to add?
1. What do we already know about our new leader? 2. What else would we like to know about our new
leader? 3. What does our new leader need to know about us
as a team? 4. What is working well for our team? 5. What are the primary issues and key challenges
that our team needs to address? 6. How should we address those issues and meet
those challenges? 7. What concerns do we have about our new leader? 8. What one piece of advice should we offer to our
new leader to be successful?
1. What are some of the things that we already know about MANAGER? What else would we like to know?
2. What are some things that are working well for the team that you would like MANAGER to continue? Things he should start doing? Things he should stop doing?
3. What are the primary issues and key challenges that need to be addressed? What are the major obstacles? Suggestions for overcoming them?
4. What concerns do we have about our new leader?
1. When it comes to work, what motivates you?
2. What are your pet peeves (work-related)? (Those things that “set you off” that we should know about…)
3. What strengths, talents, or skills do you want to contribute to the team?
4. What do you need from team members to be effective? (i.e., in what ways can the team help you to be effective, successful and/or grow professionally?)
} Who is a candidate for this session?
} Who is not?
} When should this be conducted?
} What employees should participate?
} Do all employees need to be there?
} When should HR facilitate?
Real success stories from the trenches!
} Strategic process for HR to be proactive in identifying and addressing organizational issues - this can assist new leaders to successfully integrate quicker and more effectively
} Immediate connection and credibility with new leader ‒ Continued support/guidance on action items
} Forum for employees to safely voice concerns ‒ Minimizes uncertainly that comes with change ‒ Can lead to enhanced employee satisfaction,
productivity, retention
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