Onboarding New Leaders: How HR Business Partners Accelerate Results
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Transcript of Onboarding New Leaders: How HR Business Partners Accelerate Results
Making New Leaders Successful: How HR Business Partners are Accelerating Results
Pam Fox RollinExecutive Coach, IdeaShapeApril 24, 2013
2© 2013, IdeaShape. All rights reserved.
What helps people succeed in new leadership roles?
What helps people succeed in new leadership roles?
What’s working for you and what’s next?
What’s working for you and what’s next?
How can HR Business Partners accelerate new leader success?
How can HR Business Partners accelerate new leader success?
3© 2013, IdeaShape. All rights reserved.
Pam Fox Rollin
• Executive coach to C-level through senior director,focusing on leadership, strategy, effectiveness
• Facilitates senior team off-sites, leadershipworkshops, and high-value teambuilding
• Myers-Briggs MasterPractitioner®
• Author, 42 Rules for Your New Leadership Role: The Manual They Didn’t Hand You When You Made VP, Director, or Manager
4© 2013, IdeaShape. All rights reserved.
Who’s here?
5© 2013, IdeaShape. All rights reserved.
6© 2013, IdeaShape. All rights reserved.
What helps people succeed in new leadership roles?
What helps people succeed in new leadership roles?
What’s working for you and what’s next?
What’s working for you and what’s next?
How can HR Business Partners accelerate new leader success?
How can HR Business Partners accelerate new leader success?
7© 2013, IdeaShape. All rights reserved.
Within the first 18 months•40% of promoted managers fail•25% of promoted executives fail•30% of external executive hires fail
•What are the stats for the teams you support?
Why do new leaders so often fail?
Manchester, Inc,2012; Van Velsor and Brittain, 1995
8© 2013, IdeaShape. All rights reserved.
What’s it worth to the business for leaders to onboard fast?
And well?
9© 2013, IdeaShape. All rights reserved.
• Shortened product cycles• More rapid cadence of major initiatives
• Greater spans of control• More dispersed and multicultural teams
• HR and T&D stretched• More diverse technology
Starting now is even more challenging
10© 2013, IdeaShape. All rights reserved.
Good start?
11© 2013, IdeaShape. All rights reserved.
Myths ofThe Start
1.My team and peers know I’m coming and are glad I’m here.
2.My objectives are widely known and make sense.
3.My boss’s level supports and is paving the path for my big to-dos.
4.People will clue me in if I’m about to do something unwise.
Myth meets reality.
13© 2013, IdeaShape. All rights reserved. IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
139 leaders told me about their start
14© 2013, IdeaShape. All rights reserved.
• Unclear expectations• Unclear support• Changes not welcome• Information overload• Covert politics• Skeptical, cynical team
Common• Off-shift communications
• Moving to smaller team
• Poor records• Bureaucracy• Brand new group• No budget
Distinctive
And told many of the same stories
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
15© 2013, IdeaShape. All rights reserved.
• Make a plan, be organized• Listen, be curious• Discover/set expectations• Build relationships up, down, across
• Be yourself, be confident
Same advice across levels & MBTI® type
Their advice to new leaders…
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
16© 2013, IdeaShape. All rights reserved.
Glad I did in first 3 months
• “Got clear on what success was. Pursued my vision. Built good relationships with execs and customers.” --ENTJ
• “Let the team create the vision with me. Got on top team agenda. Personally in touch with beaucoup people.” --ENFJ
• “Held team meetings to introduce myself. Got to know everyone on team. Analyzed stakeholders.” –ENTP
• “Affirmed roles and relationships. Asking questions that helped others bring a fresh eye. Listening/talking.” --ENFP
• “Met my team and built all the relationships. Requested feedback from direct reports at 3-month mark.” –ESTJ
• “Asked my team what we should continue doing, stop doing, start doing. Explained my role.” --ESFJ
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
17© 2013, IdeaShape. All rights reserved.
Glad I did in first 3 months
• “Spent time with each team member individually. Learned more about all levels to make operational changes.” --INTP
• “Regrounded decision-making in fairness, respect. Valued expertise of leadership team [which] rebuilt morale. ” --INFJ
• “Reorganized around functions. Met by appointment with each member of the group.” –ISTJ
• “Shadowed department managers; Moved to [boss] office ; Innovative changes [to create] collaborative team.” --INFP
• “Worked with team on clear goals. Developed clear mission. Built infrastructure for change. Roadmap.” --INTJ
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
18© 2013, IdeaShape. All rights reserved.
Wish I’d done differently in first 3 mo.
• “Slowed down a bit. Stressed less, laughed more. Built more bridges to colleagues.” --ENTJ
• “Set a more strategic vision that was my own. More objective in decision-making. Not so intense.” --ENFJ
• “Been more specific about the vision. Followed progress closer of those less skilled. Listen more, speak less.” --ENTP
• “Speak more results-oriented T-language. Been more structured and organized. Reviewed the metrics.” --ENFP
• “Learn more about office dynamics. Been tougher on my staff (!). Learn job functions of lower-level folks.” –ESTJ
• “Wish I did not get as personally involved. Set more boundaries. More confidence to speak up.” --ESFJ
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
19© 2013, IdeaShape. All rights reserved.
• “Built relationships with peers. Gotten so worked up about my own incompetence. Spoke up in exec meetings.” --INTP
• “Separated myself from friends more quickly. Confronted a trouble-maker rather than letting HR handle it.” --INFJ
• “More available on impromptu basis. Get to know them better sooner. Not been as stringent on rules.” --ISTJ
• “Interacted with people more. Learned a few more names. Less hiding in my office.” --INFP
• “Met more often as a group. Built relationships. Insisted on getting in front of senior execs more.” --INTJ
IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
Wish I’d done differently in first 3 mo.
20© 2013, IdeaShape. All rights reserved.
1.Set yourself up for success2.Map the terrain3.Show up wisely4.Start your wins5.Create your management system6.Stay smart7.Set you and your team to thrive
So what should a new leader do?
Begin Ready. Give yourself time to rest up, minimize non-work activities, and get your head in the game.
Create your Strategic 1-Pager declaring (to yourself) your POV on how your new group creates value.
Preload the overwhelm. Read Everything relevant to your team, noting your questions and ideas.
Take charge of your start! Implement your own Onboarding Plan.
Leverage the Honeymoon. Go meet stakeholders and learn what matters to them. Grease the skids.
Figure out What to Prove by When – about you and your team.
Be the calm eye of the hurricane, not the tail of the tornado. Focus!
Use outsider eyes to think beyond legacy targets and old job descriptions. Propose what’s Right for the Business.
Get to know the hidden best of your team. Use Their Strengths.
Ask the Hard Questions. Do not take over thinking for your team members. Your brain will be tired enough.
Create Clarity everywhere you go. Fuzziness invites inaction.
Aim for Quick Wins that matter for both results and learning.
Build “Us” – lead the learning, ban the blame, and honor their honesty.
For more, see “42 Rules for Your New Leadership Role” by Pam Fox Rollin, IdeaShape.com/book
Your 90-day checklist
Showing up and doing your best is not enough.
• Speak with your entire team to introduce yourself in this role, and make time to speak with them again in a couple of weeks
• Get to know each of your direct reports; share with them in advance your basic outline for those conversations
• Learn priorities of your boss, peers, and other key leaders
• Connect with high-value customers and suppliers
• Check in with your finance rep and HR business partner
• If you're leading a business unit or sales organization, get on top of the numbers immediately
• Learn the status and history of key initiatives
• If working with unfamiliar cultures, arrange a tutorial
Take charge of your start!
24© 2013, IdeaShape. All rights reserved.
Where’sbuilding 82?
What do theythink of me?
How do I getinto email?
Will Isurvive?
Which ones needmy attention?
Who are these people?
What’s highpriority?
What the quarterly plan saysWhat your boss wants now
What sales is demanding
What customers tell youWhat you’re budgeted forWhat engineering will support
What you think you can do
What your team wants
FOCUS
Set priorities
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• Commit to frequent meetings to start
• Achieve mind meld on priorities
• Let people to tell you what’s not working
• Provide right mix of direction and support
Launch one-to-ones that matter
What they do now
What you wantthem to do
Map the need for change
28© 2013, IdeaShape. All rights reserved.
What helps people succeed in new leadership roles?
What helps people succeed in new leadership roles?
What’s working for you and what’s next?
What’s working for you and what’s next?
How can HR Business Partners accelerate new leader success?
How can HR Business Partners accelerate new leader success?
29© 2013, IdeaShape. All rights reserved.
So you have a new leader coming in…
What will success look like?
30© 2013, IdeaShape. All rights reserved.
How are HR business partners helping?
• Interviewed 11 HR BPs, plus a SR VP HR,and a head of Onboarding
• Sizes ranged from pre-IPO to Fortune 100• Most participate in shaping processes
• Most have much to offer mgr onboarding but not asked and don’t reach out
• A few do, and find it makes a big difference
31© 2013, IdeaShape. All rights reserved.
Why not?
• Not my job; biz leader’s job(but often biz leader too busy to onboard)
• I’m too stretched(but I wind up paying for it down the road)
• I’m not at same site• We haven’t defined what leadership is, and I don’t know how to talk about our culture
32© 2013, IdeaShape. All rights reserved.
Really, is it sink or swim?
33© 2013, IdeaShape. All rights reserved.
• Performance
• Compensation
• Staffing
• Risk mgmt
• L&D
• OD
• Coaching
• Biz leader
• Managers
• Business goals
• Staffing needs
• Team members
• HR challenges
The HR Business Partner
34© 2013, IdeaShape. All rights reserved.
Offer
Offer
Start
Start
OrientOrient
T&DT&D
Navigate
Change
Navigate
ChangeRe-Staff
Re-Staff
AnnualReview
s
AnnualReview
s
Problems
Problems
Who do I have?Who do I have?
When do you start building trust?
35© 2013, IdeaShape. All rights reserved.
Leading
Managing
Skills
StrategyCulture, Initiatives
Relationships
StrategyCulture, Initiatives
Relationships
EngagingCollaborating
Influencing
EngagingCollaborating
Influencing
Performance MgmtCompensation
Roles and Rules
Performance MgmtCompensation
Roles and Rules
CoachingDelegatingPlanning
CoachingDelegatingPlanning
KnowledgeExamples
What new leaders need to know
36© 2013, IdeaShape. All rights reserved.
Leading
Managing
Skills
StrategyCulture, Initiatives
Relationships
StrategyCulture, Initiatives
Relationships
EngagingCollaborating
Influencing
EngagingCollaborating
Influencing
Performance MgmtCompensation
Roles and Rules
Performance MgmtCompensation
Roles and Rules
CoachingDelegatingPlanning
CoachingDelegatingPlanning
Knowledge
Who and WhyWho and Why Reporting UpReporting Up
Initiatives and GoalsInitiatives and Goals MentoringMentoring
Examples
Up & Across
Directs
What others need to know
37© 2013, IdeaShape. All rights reserved.
• Raise priority of new mgr/leader onboarding• Co-develop onboarding plans, with actions for
business leaders and HR BPs• Design onboarding programs for up-&-across
connections, well beyond transactional• Front-load high-priority manager training• Encourage peer learning and collaboration
What can I do for better processes?
38© 2013, IdeaShape. All rights reserved.
• Build trust before problems, go to lunch• Be a thought-partner and sounding board• Help them read the clues• Find out their needs and offer resources• Make introductions
What can I do 1:1 with the new leader?
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• Reach out to biz leader to see what would help onboard each new leader
• Anticipate and raise HR/development gaps• Engage OD team (or put on your OD hat)
What can I do with the business unit?
40© 2013, IdeaShape. All rights reserved.
What helps people succeed in new leadership roles?
What helps people succeed in new leadership roles?
What’s working for you and what’s next?
What’s working for you and what’s next?
How can HR Business Partners accelerate new leader success?
How can HR Business Partners accelerate new leader success?
41© 2013, IdeaShape. All rights reserved.
• As you help design onboarding programs?
• As you partner with the hiring managers?
• As you coach new leaders?
What will you do next?
42© 2013, IdeaShape. All rights reserved.
Join us now for book signing! 42 Rules for Your New Leadership Role:The Manual They Didn’t Hand YouWhen You Became VP, Director, or Managerhttp://ideashape.com/book
43© 2013, IdeaShape. All rights reserved.
Glad to talk with you any time.
Pam Fox RollinIdeaShape Coaching & [email protected]