Taking Charge: Executive On-Boarding

Executive Results . . . the first 100 days

Challenges For Executives In The First 100 Days:

• An understanding of the overall "big picture"/what is truly valued
• Setting the stage for solid people relationships
• Taking thoughtful, informed actions
• Preparing to move into the next stage for additional learning and action

A seamless transition requires skill in these areas. A misstep in one is likely to produce a "house of cards" effect.


Executive Entry Tools may be for you if you have the following challenges:

• An executive has done a good job in directing his/her former business unit, but "team play" with other senior managers is essential in the new position;
• You have new players-inside and outside placement-who must get off to a "fast start" for the organization to succeed;
• You have challenged a talented individual who came from another unit, (now he reports to you) . . . with a highly visible, key project and it is important for you and all concerned that this person is successful;
• A strategic initiative is dependent upon a key player-someone who came up through a functional organization . . . you are concerned that he is more of a "doer." You need stronger lateral team relationships, strategic skills;
• A search firm has helped you bring in a real talent-you want change, but are concerned with the cultural fit . . . he/she might overdo the "sense of urgency" that you admire and need, it might cause some issues-slow but sure is indicated.

BENEFITS OF EXECUTIVE ENTRY PROCESS

• Focus and facts are right-Speeds up personal on-boarding-knows the culture
• Relationships are right-Solid "early on" people relationships-boss/key peers/team
• Results are right-Business results-aligned, accelerated, achieved
• Next steps are right-Is on solid ground and knows what to go after

Tools To Accelerate Assimilation

Leader/Team Assimilation

Objective:
To reduce organizations "downtime"

How:
A series of meetings (total 4-6 hours) with the manager and team designed to surface issues positively and quickly. "Asking the unasked."

Benefits:

• Can hit the ground running-everyone involved
• Quickly sorting and identifying issues, creating an actionable agenda
• Moves organization into a strong position without threatening managerial prerogative
• Deals positively with normal anxieties, questions, expectations for both parties
• Avoids the "let's wait and see" syndrome

As a part of the Leader/Team Assimilation, many executives have used the Human Asset Inventory® to quickly engage the team inherited to asses the organization's change capability and bench strength:

• Phillip Marineau, formerly the COO/President of Levi-Strauss says that when moving into a new position..."Job 1 is to find out who is there and most importantly, if they help drive the changes required."
• Frank Maguire said "in using the Human Asset Inventory® I learned more about people in one day than the usual 3-6 months it takes-a great investment."

See Human Asset Inventory for more information...


New Executive Organization Assessment and Planning

Objective:
A two-day meeting designed to quickly engage the new team so there is a mutual understanding of the business landscape, imperatives, direction being taken and expectations.

How:
The present "field of play" is assessed by the team using the Organization Capabilities Inventory.

• Strategy…"how the house was designed"
• Execution…"how it was built and works"
• Culture…"how it feels to live in the house"

Benefits:

• Understand the direction/strategy of the business-opportunity for input
• Team understands direction and "feels a part of it"
• A chance for new members to get up-loaded on the past, present and future
• Team involved in identifying and developing action plans for key issues in implementation
• Positive steps taken to feel more like a team after conclusion of the session
• All team members are "on the same page"

In Summary, the situation:

• Leadership and talent makes a significant difference in business performance
• Internal promotions or external placement are tough . . . an alarming rate (40%) of failures in first 18 months
• If derailment occurs-direct costs, pervasive effects-on the individual, can affect the morale of the unit, hobble growth plans
• Good News! Most on-boarding and learning opportunities are sunken costs . . . we just are not maximizing them
• Companies such as GE, Bank of America, FedEx, Gatorade, The Limited . . . have developed tools that can assure executive success

Today, more than ever, executive on-boarding and coaching have already become primary means to assure success for many corporate leaders.

"Chicago Change Partners process is the world's best insurance policy. It has accelerated the assimilation of some very key executives into high-level appointments and paved the way for their long-term results. Charlie Bishop has been the catalyst to develop this great concept into real results."
Greg Michaud, Ph.D.
Executive Vice President, Watt International

"The first hundred days is critical. The Executive Entry Process and Chicago Change Partner tools are proven and effective. Charlie Bishop has significantly influenced how we develop our executives."
Michele Crocker; Senior Vice President-Distributor Relatiohships
Herbalife Inc.

To learn more, please contact us at:

Chicago Change Partners
5 Revere Drive, Suite 200
PMB 1982
Northbrook, IL 60062
Telephone: 847-835-7015
Email: charlie@chicagochange.com
Website: www.chicagochange.com

Or fill out our Request Form to contact us online!