description
How long does it take for a new senior executive to have a deep, accurate, and valid understanding of the essential elements and hidden politics of what they have gotten themselves into? How long does it take them to develop a defensible point of view of what they should focus on to create the greatest value for the business given the situation, the time, and the likely resources they may have? How long does it take a successful executive to build sufficient credibility, trust, cooperation, and influence horizontally with peers and other senior stakeholders in order to successfully fulfill the expectations for his or her contributions? On the first anniversary of the new executive's job, how many wish they knew at 3 months what they know now? For most senior executives entering a new role, the first 90 to 100 days is focused on "getting off to a good start" and not derailing prematurely. But it is just the start! For a senior executive, successfully managing the transition of the first 90 to 100 days is necessary, but not sufficient. The time required to fully understand the complexity of the changes necessary to produce the desired business results and the subtle and not-so-subtle sources of the resistance to the changes takes much longer. And most executives are terrible at managing change. Research and 20 years of global executive coaching experience show that most executives require an iterative learning process that is inescapable, but can be accelerated. This presentation shows why the three waves of change are necessary and displays a sample of diagnostics an experienced executive coach may use to accelerate the learning of the new executive and his or her team. Through coaching and thoughtful application of the diagnostic tools, the executive and his or her team learn to effectively manage the three waves of change necessary to achieve the desired business results.