leadership coaching & on-boarding process
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Leadership Coaching & On-Boarding Process. OIT Workforce Development . On-Boarding Process. High agreement. . . Low Success Let’s get innovative!. - PowerPoint PPT PresentationTRANSCRIPT
Leadership Leadership CoachingCoaching
&&On-Boarding On-Boarding
ProcessProcessOIT Workforce Development
On-Boarding On-Boarding ProcessProcess
High High agreement. . agreement. . . .
Low Low SuccessSuccess
Let’s get Let’s get innovative!innovative!
On-Boarding Process: On-Boarding Process: The process The process of integrating new employees into of integrating new employees into the organization, of preparing the organization, of preparing them to succeed at their job, and them to succeed at their job, and to become fully engaged, to become fully engaged, productive members of the productive members of the organization.organization.
On-Boarding On-Boarding ProcessProcess
Benefits:Benefits:•StrategicStrategic•Enhances performanceEnhances performance•Improves moraleImproves morale•Employee RetentionEmployee Retention
Liability:Liability:““Sink or swim”Sink or swim”
On-Boarding On-Boarding ProcessProcessOn-Boarding three-step process:On-Boarding three-step process:
1.1.Get clarity around expectationsGet clarity around expectations2.2.Ask what is important to learn Ask what is important to learn
and from whom to learn itand from whom to learn it3.3.Ask about the processes, Ask about the processes,
procedures and changes the procedures and changes the organization intends the leader organization intends the leader to implement at the end of three to implement at the end of three months, six months and one months, six months and one yearyear
On-Boarding Process On-Boarding Process before getting startedbefore getting started
Beyond office supplies:Beyond office supplies:Completing Employment FormsCompleting Employment Forms PayrollPayroll Direct DepositDirect Deposit WithholdingsWithholdings Pay SchedulePay Schedule BenefitsBenefits
Systems AccessSystems Access Access e-mailAccess e-mail Extranet / InternetExtranet / Internet Voice MailVoice Mail New Telephone NumberNew Telephone Number KeysKeys
Pass codes / SecurityPass codes / Security Security Access CodesSecurity Access Codes Company Identification CardsCompany Identification Cards
Business Accessories Business Accessories Business CardsBusiness Cards Company Credit CardsCompany Credit Cards Phone CardsPhone Cards
Work StationWork Station Secretarial SupportSecretarial Support OfficeOffice Office FurnitureOffice Furniture Computer EquipmentComputer Equipment Office SuppliesOffice Supplies
Who, What, WhereWho, What, Where Organizational ChartOrganizational Chart Employee DirectoryEmployee Directory Employee ManualEmployee Manual Plant TourPlant Tour
HR IssuesHR Issues Position DescriptionPosition Description Training ScheduleTraining Schedule Dress CodesDress Codes HoursHours
Company ReviewCompany Review The Company’s web-siteThe Company’s web-site Corporate HistoryCorporate History Corporate CultureCorporate Culture Vision, , ValuesVision, , Values
On-Boarding On-Boarding ProcessProcessStakeholders:Stakeholders:People inside or People inside or outside your agency outside your agency or department area or department area who have a vested who have a vested interest in the interest in the success of your success of your endeavors (and in endeavors (and in whose endeavors whose endeavors you, reciprocally, you, reciprocally, have a vested have a vested interest).interest).
On-Boarding Process - On-Boarding Process - RelationshipsRelationships
On-Boarding Process - On-Boarding Process - RelationshipsRelationships
Prior to conducting any stakeholder diagnostics, Prior to conducting any stakeholder diagnostics, make sure you think about:make sure you think about:•the relationshipthe relationship•its importance to your goalsits importance to your goals•each stakeholdereach stakeholder’’s potential questions about s potential questions about your roleyour role•your questions of themyour questions of them•your potential sources of agreement or conflictyour potential sources of agreement or conflict•the tone and approach you wish to take.the tone and approach you wish to take.
On-Boarding Process – On-Boarding Process – first two weeksfirst two weeks
Align with Align with BossBoss:: The following issues are discussed The following issues are discussed formally and clarified between the new leader and the boss.formally and clarified between the new leader and the boss.
The new leader’s roleThe new leader’s role:: Where he/she fits in the Where he/she fits in the organizationorganization
Mutual ExpectationsMutual Expectations:: What both parties expect of one What both parties expect of one anotheranother..
DecisionsDecisions: : Define decision boundaries & parametersDefine decision boundaries & parameters
Communication PreferencesCommunication Preferences: : Mutual preferences on how Mutual preferences on how to connectto connect
Current Current “hot issues”“hot issues” in the organizationin the organization
On-Boarding On-Boarding ProcessProcessIdentify KnowledgeIdentify Knowledge GapsGapsWithin the first month, Within the first month, begin to identify the begin to identify the knowledge/skills that are knowledge/skills that are ideally needed to be ideally needed to be successful in this role, successful in this role, and identify strengths and identify strengths and gaps.and gaps.
On-Boarding Process – On-Boarding Process – Setting GoalsSetting Goals
Critical Goals you must achieve in one Critical Goals you must achieve in one year, including the criteria by which each year, including the criteria by which each will be measured:will be measured:Goal Goal __________________________________________________________________
Progress within the Progress within the First 90 DaysFirst 90 Days
Progress within Progress within 6 Months6 Months
Progress within Progress within 12 Months12 Months
On-Boarding Process – On-Boarding Process – first three weeksfirst three weeksEngage in “Fast Start” Process with Engage in “Fast Start” Process with Direct ReportsDirect ReportsLearn about your direct reports by formally Learn about your direct reports by formally clarifying/discussing the following issues a 1:1 meeting:clarifying/discussing the following issues a 1:1 meeting:
Understanding the IndividualUnderstanding the Individual:: Who are each of your direct Who are each of your direct reports? reports?
Understanding the RolesUnderstanding the Roles:: Where each direct report fits in Where each direct report fits in the organizationthe organization
Priorities and IssuesPriorities and Issues: : What is most important to each direct What is most important to each direct report?report?
Mutual ExpectationsMutual Expectations: : What are expectations about What are expectations about autonomy, decision making, and communication with each autonomy, decision making, and communication with each direct report role?direct report role?
On-Boarding Process – On-Boarding Process – first monthfirst month
Engage in “Fast Start” Engage in “Fast Start” Process with Process with Your Team Your Team
Establish direction and clarify Establish direction and clarify expectations within your team expectations within your team by holding a formal by holding a formal “assimilation” meeting to “assimilation” meeting to accelerate relationship accelerate relationship building and lay the building and lay the foundation for effective foundation for effective teamwork.teamwork.
On-Boarding Process – On-Boarding Process – Month 4 - 7Month 4 - 7
ImmersionImmersion•Fine tuned, exploratory learningFine tuned, exploratory learning•Managing the businessManaging the business
TasksTasks•Develop a deeper understanding of the situation and the Develop a deeper understanding of the situation and the people; see underlying patterns; question things more people; see underlying patterns; question things more profoundly.profoundly.•Reassess priorities.Reassess priorities.•Settle questions and problems concerning key personnel; Settle questions and problems concerning key personnel; work out differences.work out differences.•Prepare for reshaping actions, perhaps major changes in Prepare for reshaping actions, perhaps major changes in strategy or organization or both.strategy or organization or both.
ResultsResults •Little change, but important learningLittle change, but important learning•Fuller knowledge of organizational / departmental Fuller knowledge of organizational / departmental needs.needs.
On-Boarding Process – On-Boarding Process – Month 4 - 7Month 4 - 7
On-Boarding Process – On-Boarding Process – Month 8 - 10Month 8 - 10
ReshapingReshaping•Intervention and action-oriented, a very busy time. Acting Intervention and action-oriented, a very busy time. Acting on the revised concept.on the revised concept.
TasksTasks•Reconfigure organization / department based on new Reconfigure organization / department based on new understandings.understandings.•Deal with underlying causes of residual problems.Deal with underlying causes of residual problems.•Open to unanticipated problems that emerge as a result of Open to unanticipated problems that emerge as a result of former changes.former changes.
ConsolidationConsolidation•Evaluate learningEvaluate learning•Follow-throughFollow-through
On-Boarding Process – On-Boarding Process – Month 8 - 10Month 8 - 10
On-Boarding On-Boarding ProcessProcessLeaders stand out by being different. They Leaders stand out by being different. They question assumption and are suspicious of question assumption and are suspicious of tradition. They seek out the truth and make tradition. They seek out the truth and make decisions based on fact, nor prejudice. They decisions based on fact, nor prejudice. They have a preference for innovation.have a preference for innovation.
On-Boarding Process – On-Boarding Process – Rising to the next Rising to the next level level
Difference Between What Managers and Leaders Do
Management Leadership
Working in the system Working on the system
React Create opportunities
Control risks Seek opportunities
Enforce organizational rules Change organizational rules
Seek and then follow direction Provide a vision to believe in and strategic alignment
Control people by pushing them in the right direction
Motivates people by satisfying basic human needs
Coordinate effort Inspire achievement and energize people
Provide instructions Coach followers, create self-leaders, and empower them
On-Boarding On-Boarding ProcessProcess
Newly Promoted Senior Manager / Executive
Classic Managerial Work New Leadership Task
Planning Creating vision and empowering
Organizing the hierarchy Aligning the web of relationships
Inspiring Measuring
Controlling Coaching
On-Boarding On-Boarding ProcessProcessLeading Change Leading Change Leadership is about getting people to Leadership is about getting people to abandon their old habits and achieve new abandon their old habits and achieve new things, and therefore largely about change things, and therefore largely about change - about inspiring, helping, and sometimes - about inspiring, helping, and sometimes enforcing change in people. enforcing change in people.