Making New Leaders Successful:How HR Business Partners areAccelerating ResultsPam Fox RollinExecutive Coach, IdeaShapeApri...
2© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new l...
3© 2013, IdeaShape. All rights reserved.PamFox Rollin• Executive coach to C-levelthrough senior director,focusing on leade...
4© 2013, IdeaShape. All rights reserved.Who’s here?
5© 2013, IdeaShape. All rights reserved.
6© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new l...
7© 2013, IdeaShape. All rights reserved.Within the first 18 months•40% of promoted managers fail•25% of promoted executive...
8© 2013, IdeaShape. All rights reserved.What’s it worth to the businessfor leaders to onboard fast?And well?
9© 2013, IdeaShape. All rights reserved.• Shortened product cycles• More rapid cadence of major initiatives• Greater spans...
10© 2013, IdeaShape. All rights reserved.Good start?
11© 2013, IdeaShape. All rights reserved.Myths ofThe Start1. My team and peersknow I’m coming andare glad I’m here.2. My o...
Myth meets reality.
13© 2013, IdeaShape. All rights reserved. IdeaShape, 2011, n=139, recruited through type forums, social media, personal re...
14© 2013, IdeaShape. All rights reserved.• Unclear expectations• Unclear support• Changes not welcome• Information overloa...
15© 2013, IdeaShape. All rights reserved.• Make a plan, be organized• Listen, be curious• Discover/set expectations• Build...
16© 2013, IdeaShape. All rights reserved.Glad I did in first 3 months• “Got clear on what success was. Pursued my vision.B...
17© 2013, IdeaShape. All rights reserved.Glad I did in first 3 months• “Spent time with each team member individually. Lea...
18© 2013, IdeaShape. All rights reserved.Wish I’d done differently in first 3 mo.• “Slowed down a bit. Stressed less, laug...
19© 2013, IdeaShape. All rights reserved.• “Built relationships with peers. Gotten so worked up aboutmy own incompetence. ...
20© 2013, IdeaShape. All rights reserved.1. Set yourself up for success2. Map the terrain3. Show up wisely4. Start your wi...
Begin Ready. Give yourself time to restup, minimize non-work activities, andget your head in the game.Create your Strategi...
Showing up and doing your best is not enough.
• Speak with your entire team tointroduce yourself in this role,and make time to speak withthem again in a couple of weeks...
24© 2013, IdeaShape. All rights reserved.Where’sbuilding 82?What do theythink of me?How do I getinto email?Will Isurvive?W...
What the quarterly plan saysWhat your boss wants nowWhat sales is demandingWhat customers tell youWhat you’re budgeted for...
26© 2013, IdeaShape. All rights reserved.• Commit to frequent meetings to start• Achieve mind meld on priorities• Let peop...
What they do nowWhat you wantthem to doMap the need for change
28© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new ...
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...
31© 2013, IdeaShape. All rights reserved.Why not?• Not my job; biz leader’s job(but often biz leader too busy to onboard)•...
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• ...
34© 2013, IdeaShape. All rights reserved.OfferOfferStartStartOrientOrient T&DT&DNavigateChangeNavigateChangeRe-StaffRe-Sta...
35© 2013, IdeaShape. All rights reserved.LeadingManagingSkillsStrategyCulture, InitiativesRelationshipsStrategyCulture, In...
36© 2013, IdeaShape. All rights reserved.LeadingManagingSkillsStrategyCulture, InitiativesRelationshipsStrategyCulture, In...
37© 2013, IdeaShape. All rights reserved.• Raise priority of new mgr/leader onboarding• Co-develop onboarding plans, with ...
38© 2013, IdeaShape. All rights reserved.• Build trust before problems, go to lunch• Be a thought-partner and sounding boa...
39© 2013, IdeaShape. All rights reserved.• Reach out to biz leader to see what wouldhelp onboard each new leader• Anticipa...
40© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new ...
41© 2013, IdeaShape. All rights reserved.• As you help design onboarding programs?• As you partner with the hiring manager...
42© 2013, IdeaShape. All rights reserved.Join us now for book signing!42 Rules for Your New Leadership Role:The Manual The...
43© 2013, IdeaShape. All rights reserved.Glad to talk with you any time.Pam Fox RollinIdeaShape Coaching & Consultingpam@i...
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Onboarding New Leaders: How HR Business Partners Accelerate Results

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Presented 4/25/13 at HRWest
By Silicon Valley executive coach Pam Fox Rollin, ideashape.com
Author, 42 Rules for Your New Leadership Role

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  • There ’s a myth about starting. An implicit myth. People act as if this is true.
  • There ’s a myth about starting. An implicit myth. People act as if this is true.
  • Checked with 7 CMOs and VPs Mktg What ’s different about mktg - close to customer and pull all the way through the system
  • Checked with 7 CMOs and VPs Mktg What ’s different about mktg - close to customer and pull all the way through the system
  • There ’s a myth about starting. An implicit myth. People act as if this is true.
  • 94% US, UK, Canada, New Zealand, Australia All within past 10 yrs
  • 11/11/2011
  • Tornado v. hurricane
  • EARLIER AND MORE OFTEN
  • All leadership is now change leadership. What were you brought in to change? You’ll need to banish the dragons. Show them you can build a bridge together to get from here to there. Building the case and vision Growing the coalition Figuring out the WIIFMs Organizing and mobilizing the cascades Slaying the dragons, not the skeptics Rooting the change in systems and culture
  • EARLIER AND MORE OFTEN
  • EARLIER AND MORE OFTEN
  • EARLIER AND MORE OFTEN
  • Onboarding New Leaders: How HR Business Partners Accelerate Results

    1. 1. Making New Leaders Successful:How HR Business Partners areAccelerating ResultsPam Fox RollinExecutive Coach, IdeaShapeApril 24, 2013
    2. 2. 2© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new leadership roles?What’s working for you andwhat’s next?What’s working for you andwhat’s next?How can HR BusinessPartners accelerate newleader success?How can HR BusinessPartners accelerate newleader success?
    3. 3. 3© 2013, IdeaShape. All rights reserved.PamFox Rollin• Executive coach to C-levelthrough senior director,focusing on leadership,strategy, effectiveness• Facilitates senior teamoff-sites, leadershipworkshops, and high-valueteambuilding• Myers-Briggs MasterPractitioner®• Author, 42 Rules for Your NewLeadership Role:The Manual They Didn’t HandYou When You Made VP,Director, or Manager
    4. 4. 4© 2013, IdeaShape. All rights reserved.Who’s here?
    5. 5. 5© 2013, IdeaShape. All rights reserved.
    6. 6. 6© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new leadership roles?What’s working for you andwhat’s next?What’s working for you andwhat’s next?How can HR BusinessPartners accelerate newleader success?How can HR BusinessPartners accelerate newleader success?
    7. 7. 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. 8. 8© 2013, IdeaShape. All rights reserved.What’s it worth to the businessfor leaders to onboard fast?And well?
    9. 9. 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 technologyStarting now is even more challenging
    10. 10. 10© 2013, IdeaShape. All rights reserved.Good start?
    11. 11. 11© 2013, IdeaShape. All rights reserved.Myths ofThe Start1. My team and peersknow I’m coming andare glad I’m here.2. My objectives arewidely known andmake sense.3. My boss’s level supportsand is paving the pathfor my big to-dos.4. People will clue me inif I’m about to dosomething unwise.
    12. 12. Myth meets reality.
    13. 13. 13© 2013, IdeaShape. All rights reserved. IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests139 leaders told me about their start
    14. 14. 14© 2013, IdeaShape. All rights reserved.• Unclear expectations• Unclear support• Changes not welcome• Information overload• Covert politics• Skeptical, cynical teamCommon• Off-shift communications• Moving to smaller team• Poor records• Bureaucracy• Brand new group• No budgetDistinctiveAnd told many of the same storiesIdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
    15. 15. 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 confidentSame advice across levels & MBTI®typeTheir advice to new leaders…IdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
    16. 16. 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 teamagenda. Personally in touch with beaucoup people.” --ENFJ• “Held team meetings to introduce myself. Got to knoweveryone on team. Analyzed stakeholders.” –ENTP• “Affirmed roles and relationships. Asking questions thathelped others bring a fresh eye. Listening/talking.” --ENFP• “Met my team and built all the relationships. Requestedfeedback from direct reports at 3-month mark.” –ESTJ• “Asked my team what we should continue doing, stop doing,start doing. Explained my role.” --ESFJIdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
    17. 17. 17© 2013, IdeaShape. All rights reserved.Glad I did in first 3 months• “Spent time with each team member individually. Learnedmore about all levels to make operational changes.” --INTP• “Regrounded decision-making in fairness, respect.Valuedexpertise of leadership team [which] rebuilt morale. ” --INFJ• “Reorganized around functions. Met by appointment witheach 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.” --INTJIdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
    18. 18. 18© 2013, IdeaShape. All rights reserved.Wish I’d done differently in first 3 mo.• “Slowed down a bit. Stressed less, laughed more. Built morebridges to colleagues.” --ENTJ• “Set a more strategic vision that was my own. Moreobjective in decision-making. Not so intense.” --ENFJ• “Been more specific about the vision. Followed progresscloser of those less skilled. Listen more, speak less.” --ENTP• “Speak more results-orientedT-language. Been morestructured and organized. Reviewed the metrics.” --ENFP• “Learn more about office dynamics. Been tougher on mystaff (!). Learn job functions of lower-level folks.” –ESTJ• “Wish I did not get as personally involved. Set moreboundaries. More confidence to speak up.” --ESFJIdeaShape, 2011, n=139, recruited through type forums, social media, personal requests
    19. 19. 19© 2013, IdeaShape. All rights reserved.• “Built relationships with peers. Gotten so worked up aboutmy own incompetence. Spoke up in exec meetings.” --INTP• “Separated myself from friends more quickly. Confronted atrouble-maker rather than letting HR handle it.” --INFJ• “More available on impromptu basis. Get to know thembetter 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 ongetting in front of senior execs more.” --INTJIdeaShape, 2011, n=139, recruited through type forums, social media, personal requestsWish I’d done differently in first 3 mo.
    20. 20. 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 thriveSo what should a new leader do?
    21. 21. Begin Ready. Give yourself time to restup, minimize non-work activities, andget your head in the game.Create your Strategic 1-Pager declaring(to yourself) your POV on how yournew group creates value.Preload the overwhelm. ReadEverything relevant to your team,noting your questions and ideas.Take charge of your start! Implementyour own Onboarding Plan.Leverage the Honeymoon. Go meetstakeholders and learn what matters tothem. Grease the skids.Figure out What to Prove byWhen –about you and your team.Be the calm eye of the hurricane, not thetail of the tornado. Focus!Use outsider eyes to think beyond legacytargets and old job descriptions. Proposewhat’s Right for the Business.Get to know the hidden best of yourteam. UseTheir Strengths.Ask the Hard Questions. Do not take overthinking for your team members.Yourbrain will be tired enough.Create Clarity everywhere you go.Fuzziness invites inaction.Aim for QuickWins that matter for bothresults and learning.Build “Us” – lead the learning, ban theblame, and honor their honesty.For more, see “42 Rules for Your New Leadership Role” by Pam Fox Rollin, IdeaShape.com/bookYour 90-day checklist
    22. 22. Showing up and doing your best is not enough.
    23. 23. • Speak with your entire team tointroduce yourself in this role,and make time to speak withthem again in a couple of weeks• Get to know each of your directreports; share with them inadvance your basic outline forthose conversations• Learn priorities of your boss,peers, and other key leaders• Connect with high-valuecustomers and suppliers• Check in with your finance repand HR business partner• If youre leading a business unitor sales organization, get on topof the numbers immediately• Learn the status and history ofkey initiatives• If working with unfamiliarcultures, arrange a tutorialTake charge of your start!
    24. 24. 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 arethese people?What’s highpriority?
    25. 25. What the quarterly plan saysWhat your boss wants nowWhat sales is demandingWhat customers tell youWhat you’re budgeted forWhat engineering will supportWhat you think you can doWhat your team wantsFOCUSSet priorities
    26. 26. 26© 2013, IdeaShape. All rights reserved.• 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 supportLaunch one-to-ones that matter
    27. 27. What they do nowWhat you wantthem to doMap the need for change
    28. 28. 28© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new leadership roles?What’s working for you andwhat’s next?What’s working for you andwhat’s next?How can HR BusinessPartners accelerate newleader success?How can HR BusinessPartners accelerate newleader success?
    29. 29. 29© 2013, IdeaShape. All rights reserved.So you have a new leader coming in…What will success look like?
    30. 30. 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 butnot asked and don’t reach out• A few do, and find it makes a big difference
    31. 31. 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, andI don’t know how to talk about our culture
    32. 32. 32© 2013, IdeaShape. All rights reserved.Really, is it sink or swim?
    33. 33. 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 challengesThe HR Business Partner
    34. 34. 34© 2013, IdeaShape. All rights reserved.OfferOfferStartStartOrientOrient T&DT&DNavigateChangeNavigateChangeRe-StaffRe-StaffAnnualReviewsAnnualReviewsProblemsProblemsWho do Ihave?Who do Ihave?When do you start building trust?
    35. 35. 35© 2013, IdeaShape. All rights reserved.LeadingManagingSkillsStrategyCulture, InitiativesRelationshipsStrategyCulture, InitiativesRelationshipsEngagingCollaboratingInfluencingEngagingCollaboratingInfluencingPerformance MgmtCompensationRoles and RulesPerformance MgmtCompensationRoles and RulesCoachingDelegatingPlanningCoachingDelegatingPlanningKnowledgeExamplesWhat new leaders need to know
    36. 36. 36© 2013, IdeaShape. All rights reserved.LeadingManagingSkillsStrategyCulture, InitiativesRelationshipsStrategyCulture, InitiativesRelationshipsEngagingCollaboratingInfluencingEngagingCollaboratingInfluencingPerformance MgmtCompensationRoles and RulesPerformance MgmtCompensationRoles and RulesCoachingDelegatingPlanningCoachingDelegatingPlanningKnowledgeWho and WhyWho and Why Reporting UpReporting UpInitiatives and GoalsInitiatives and Goals MentoringMentoringExamplesUp & AcrossDirectsWhat others need to know
    37. 37. 37© 2013, IdeaShape. All rights reserved.• Raise priority of new mgr/leader onboarding• Co-develop onboarding plans, with actions forbusiness leaders and HR BPs• Design onboarding programs for up-&-acrossconnections, well beyond transactional• Front-load high-priority manager training• Encourage peer learning and collaborationWhat can I do for better processes?
    38. 38. 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 introductionsWhat can I do 1:1 with the new leader?
    39. 39. 39© 2013, IdeaShape. All rights reserved.• Reach out to biz leader to see what wouldhelp 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. 40. 40© 2013, IdeaShape. All rights reserved.What helps people succeedin new leadership roles?What helps people succeedin new leadership roles?What’s working for you andwhat’s next?What’s working for you andwhat’s next?How can HR BusinessPartners accelerate newleader success?How can HR BusinessPartners accelerate newleader success?
    41. 41. 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. 42. 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, orManagerhttp://ideashape.com/book
    43. 43. 43© 2013, IdeaShape. All rights reserved.Glad to talk with you any time.Pam Fox RollinIdeaShape Coaching & Consultingpam@ideashape.com408-245-2600
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