Chapter 4

Question 1

The most effective executive on boarding includes:

Answer 1

1. Getting a head start.
2. Managing the message.
3. Setting direction and building the team.
4. Sustain momentum and deliver results.

Question 2

Failures in new roles almost always come back to:

Answer 2

1. Poor fit.
2. Poor delivery
3. Poor adjustment

Question 3

Whose fault is it really when a new executive fails?

Answer 3

It everyone’s fault. If everyone paid attention to the basics of executive on-boarding there would be fewer failures.

Question 4

Getting a head start begins with:

Answer 4

Crafting a new leader’s 100 day action plan; if you don’t have a plan, you’re relying on the kindness of others for your success which is too important to leave it up to that.

Question 5

Manage the message:

Answer 5

Everything communicates. Everything you say and do and don’t do communicates. If you haven’t clarified your message, you’ll be reacting in the moment and improvising on the fly. This works for some. For most, it’s far more effective to have thought it through in advance.

Question 6

Set direction and build the team:

Answer 6

The only thing new leaders can do all by themselves after day one is fail. All success at that level requires a team effort. The most successful leaders over invest in building their teams over their first 100 days by jump starting their strategic, operational and organizational processes, often using an imperative workshop as the turning point between converging and evolving. Recognize early wins; when a result is delivered, celebrate it publicly to build team confidence and leadership.

Question 7

Sustain momentum and deliver results:

Answer 7

Follow thru is critical. On boarding is not about your first 90 days or your first 100 days or six months. It’s about positioning yourself and your team to deliver results over time. Pay attention to changes in your circumstances and adjust as needed.

Question 8

First impression by an executive in a new job:

Answer 8

Get a jump start on relationships and learning about the company before walking through the doors by gleaning insight about stakeholders. Do not make it about you: new executives should avoid strong opinions, the need to be right, being confrontational, long winded introductions and efforts to prove themselves immediately. They should avoid becoming the center of attention by telling people what they know and speaking at great length good or bad about previous employers.