How to Avoid Stepping in “Stuff”:
Onboarding Support for Newly
Placed Managers
Presented by
Mark Elliott, President
Onboarding Services
Alarming Failure Rates
??% of new senior executives
failed within 18 months
??% of CEO successors left company before
succession
Research data published studies by Harvard Business School,
Manchester Partners International, and Center for Creative Leadership
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Too Many Newly Placed Leaders
are Stepping in “Stuff”!
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Session Objectives
Gain appreciation for the organizational problem and
opportunity
Understand challenges new managers and leaders face
. . . and why
Review proven onboarding process approaches and
what HR/TD can and should do
Take away specific implementation actions to help new
leaders succeed
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POP QUIZ
When you have selected a
new manager your work is done.
 True
 False
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On´bōard·ing – the proactive,
extended support process by which
newly placed leaders successfully
transition and integrate into their
new roles and organizations
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Why Onboarding Support
is Needed
Research identified 1st 3-4 months as most critical
time for a new leader:
Acquires organizational knowledge
Builds key relationships
Avoids missteps and mistakes
Meets expectations
Research data from published studies by Harvard Business School,
Manchester Partners International, and Center for Creative Leadership
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$$ Organizational Cost of Failure $$
Recruiting
Compensation
Training and development
Termination
Turnover of other staff members
Mistakes
Missed opportunities
Damaged reputation/position
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$$ Organizational Cost of Failure $$
Recruiting
Compensation
Training and development
Termination
Turnover of other staff members
Mistakes
Missed opportunities
Damaged reputation/position
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Why Does the Problem Exist?
Bad recruitment and promotion decisions get made
New leaders misread and misjudge the dynamics,
expectations, and requirements of their new company
and new role
Companies fail to provide a structured process to aid
new leaders
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Why Does the Problem Exist?
Bad recruitment and promotion decisions get made
New leaders misread and misjudge the dynamics,
expectations, and requirements of their new company
and new role
Companies fail to provide a structured process to aid
new leaders
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POP QUIZ
A leader experienced in making
transitions does not need
onboarding support
 True
 False
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POP QUIZ
Promoting from within eliminates
the need for onboarding support
 True
 False
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Onboarding Realities
Myths are not understood
High expectations are everywhere
Self-confidence blinds a newly placed executive
New leader is juggling both organizational
and personal transition
Confidence creates false sense of security for the boss
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Myths of Leadership Transition
A leader experienced in making transitions has learned
how to be successful and doesn’t need support.
Promoted leaders already know the culture and have a
support network. Therefore, they don’t need support.
Sink or Swim approach is effective development
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What Goes Wrong?
How a new leader steps in “stuff”
Not being clear on role, mandate, and mutual
expectations
Trying to do too much, too soon; being too heroic in
expectations, ending up balancing too many
simultaneous initiatives
Failing to make the boss’s priorities a high priority
Misreading (or not even trying to understand) company
culture and style
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What Goes Wrong?
How a new leader steps in “stuff”
Failing to understand before acting; coming in with “the
answer” or jumping to it too quickly.
Mismanaging the personal transition of family and new
community.
Not securing early wins; taking too long to make key
changes and being sucked into the status quo.
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Why Onboarding Support
is Needed
Research also identified:
“Although all situations differ in their details,
they all share common onboarding
principles.”
Research data from published studies by Harvard Business School,
Manchester Partners International, and Center for Creative Leadership
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How HR Contributes
to the Problem
Failure to assure good hiring & promotion decisions
Not making the business case on costs
Not creating/providing onboarding process
Source: The Conference Board Report – “Sustaining the Talent Quest”
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The Solution
Avoid Stepping in “Stuff”:
Protect Your Investment
Hire or promote someone with the leadership skills to
address CU’s needs; with the style to fit your culture
Attack myth-based actions
Capture that person’s potential by providing
new leader onboarding support
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On´bōard·ing – the proactive,
extended support process by which
newly placed leaders successfully
transition and integrate into their
new roles and organizations
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Onboarding: A New Term,
But Not a New Topic
In the past 25 years dozens of books and research
reports have been published on leadership Transition,
Assimilation, and Integration
You’re In Charge—Now What? – 2005
The First 90 Days – 2003
Assimilating New Leaders – 2001
Right From the Start – 1999
Preventing Derailment – 1995
Organizational Entry and
Assimilation – 1987
 The Dynamics of Taking Charge – 1987
 When a New Manager Takes Charge – 1985
 Why and How Successful Executives Get Derailed – 1983
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The Solution
The goal of onboarding is the
acceleration of the newly placed
leader’s effectiveness and
contribution
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The Solution
The goal of onboarding is the
acceleration of the newly placed
leader’s effectiveness and
contribution
and avoiding the organizational
risk of failure
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POP QUIZ
Most CUs provide more orientation,
training, and support to new tellers
than they do to newly placed
leaders.
 True
 False
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The Solution
Provide 3-4 months of support to prevent
what goes wrong . . . and stepping in “stuff”
Areas of Focus:
Acquiring organizational knowledge
Identifying key stakeholders & building relationships
Avoiding missteps and mistakes
Achieving early performance expectations
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Sports Model
Components:
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Comprehensive Support Process
Onboarding Components:
Process Map
Specialized Coaching Tools
Leadership Skills Development
Practice with Actual Work Situations
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Onboarding Process Map
(A partial list of linear steps)
Pre-Start
Start
Three-Months
Six-Months
Clarify your role and agree with boss on expectations
Gather information and develop insight into
organization dynamics
Identify a few significant early wins to create
momentum
Build relationships with key stakeholders
Begin to build your high-performance team
Develop your 90-Day Plan
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Coaching Tool:
New Leader’s Onboarding Start To-Do’s
Don’t act like you know everything
Ask questions instead of giving answers
Learn the leadership practices and culture
Identify and develop key relationships
Make your boss’s priorities your priority
Set reasonable expectations
Go SLOW! So you can go fast
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Coaching Tool:
Boss’s To-Do’s in Support of New Leader
Provide counsel on leadership practices and culture
Develop “How-To-Manage-Me” guide
Assist new leader with the development of his/her 30and 90-day plans
Encourage/support reasonable expectations
Give continuing priority
(4-6 mos.) to the onboarding
process
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Leadership Skills Development
The interpersonal and process skills critical to
onboarding success
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Managing the boss relationship
Getting-started communications
Developing a high-performance team
Win/win negotiation and problem solving
Introducing change
Coaching for improved performance
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Benefits of Comprehensive
Onboarding Process
Positions new leaders for success
Accelerates learning, performance, and impact
Prevents avoidable management turnover and related
costs
Enhances ability to manage business challenges and
capitalize on business opportunities
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Contact Mark Elliott:
melliott@onboardingservices.com
www.powerstartonboarding.com
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