By Diane Downey
The numbers are alarming: greater than 70 percentage of newly employed senior executives go away their positions in the first years. the explanations for this are various. usually, the hiring association expects a brand new executive--especially one that arrives with a excessive price ticket attached--to hit the floor working, with minimum counsel or supervision. The "new chief" won't comprehend corporation protocols and latest courses, or will also were a bad fit from the beginning. yet whereas the explanations may perhaps differ largely, the consequences are the same--unexpected monetary charges and organizational chaos for the hiring corporation, and profession interruptions that the departing government can locate tricky if no longer very unlikely to beat. "Assimilating New Leaders" offers an in-depth strategy for making sure that new leaders and their hiring businesses may be able to leverage each one other's strengths to accomplish together priceless ambitions. whereas so much books at the topic provide uncomplicated guidance for orientation and socialization of access- and mid-level staff, this well timed ebook is going deeper: It presents either a compelling company case for the necessity to concentrate on new chief assimilation and an cutting edge set of instruments and techniques that would support firms combine and continue their best executives. "Assimilating New Leaders" starts off with particular thoughts for making sure a profitable recruitment strategy, then outlines a four-stage method for weaving a brand new government seamlessly into the cloth of a company. in accordance with the authors' wide adventure operating with senior managers and choked with various case reports, checklists, actions, and worksheets designed to aid visual display unit every one level of the method, the booklet positive aspects: * A "reciprocal impression" assimilation version that outlines how either the association and the person can paintings towards their mutual assimilation ambitions * Pre-hire thoughts that transcend "fit" to figure out no matter if a candidate is the suitable selection for a corporation at a specific cut-off date * particular actions that let a company to put the foundation for a brand new leader's winning access * how you can support new leaders in digesting their new environment--and adapting formerly held assumptions to new conditions and realities * Steps for supporting the recent chief solidify his or her place and become an organizationwide source and contributor considering that each one new govt represents the way forward for a company, it truly is important--in truth imperative--that the good fortune in their dating now not be left to happenstance and good fortune. "Assimilating New Leaders" presents a step by step application for making sure a brand new leader's skill to outlive and thrive from his or her first day in a company. moreover, it vastly complements the organization's probabilities of fostering an orderly transition--and a profitable, long term courting.
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Additional info for Assimilating new leaders: the key to executive retention
This transformation process occurs in four distinct stages. Defini-tions of each of the four stages are discussed below and also shown in Exhibit 2–2. Exhibit 2–2. The four stages of the assimilation process. Page 32 We have estimated time frames for each stage based on the timing of assimilation processes we have observed; however, they should be simply used as guidelines. The timing of how and when a leader moves from one stage to the next depends on his success in achieving the assimilation goals within each stage.
On the organizational side, there is much more movement at the top than ever before. It is in the organization's best interest to support the assimilation process in order to get the best out of new placements as quickly as possible without destabilizing the rest of the organization. A major factor contributing to assimilation difficulty is that it is a study in contrasts and apparent contradictions. The leader's task is to focus on both ends of the spectrum simultaneously and to obtain just the right balance for the situation.
Some researchers, most notably Abraham and Edith Luchins in their “water jar” experiment,1 have used the term Page 5 negative transfer to describe how relying on past learning and experience is never enough and often hinders assimilation into a new situation. The Luchins's water jar experiment tested the ways in which people developed solutions based on their methods for solving past problems that appeared to be similar. People were asked to obtain particular volumes of water using three different sized jars.