The average duration of managers in their position is shortening. Five years ago a manager reached 100% performance in the period of 1.5 years and his average time in one position was 4.5 years. At present, however, it is only 3.6 years. If integration begins before accession, the manager will achieve 100% performance in just 9 months. Let us share with you 6 stages of your successful onboarding.
- The art of leaving
Maybe it is not apparent, however, leaving a company in an appropriate way is a desirable skill. 78.9% of people provide references affected by the last impression on your departure. Make a list of tasks to finish, problems to solve, strengths and weaknesses of your team and do not forget to thank your colleagues for cooperation. At the Scauts, there is a clear rule: „Always leave a place in a better state than before you‘ve taken it over“.
- The best first impression
Try to make the best possible first impression. Start building relationships before your onboarding – preferably in an informal way. This will give you a head start. Don’t be shy to arrange informal meetings with key players before onboarding. Your success is made up of 50% great communication and especially conceptual relations upwards, excellent relations downwards, and at your level. Have an assimilation meeting with your team – a meeting full of questions and answers, during which you should get to know each other and unite a joint assignment. Just listen and learn. The most important within this meeting is your learning, clarifying expectations and information about what you have to implement. Do not share any of your personal opinion – there is no time for that yet.
- Understand, how your company, competition, and current market work. Work with your team.
For following step, it is crucial to understand. Do not forget to work with your team. The key in the first month is:
- To explain to your team who you are, why you have come, what is the goal of your cooperation, and what are the first steps to accomplish these goals. Start working on building the right team.
- To know, what is the purpose of your assignment and what its implementation will be – even though it is an exact goal, it needs to be explained to the team through human values, higher goals, meaning and mission and your colleagues therefore motivate.
- Make sure you understand the „insides of your company“, such as finance, workflow, processes and project management system, legal rules and compliance.
- Build ties and relationships. Build a team.
In the second month of your onboarding, focus on building ties and relationships. 50% of your success is represented by building links with headquarters, definitely visit your boss! Build a TEAM – the right people with the right roles. Concentrate on leadership. Be aware of all the pitfalls that might occur in a group leadership and communication in a large corporation, be careful about what is happening in the company or corporation. It is natural and has its rules according to which you have to play.
- First results delivery, clear definition and communication of the goal.
Be prepared to deliver first results and have clear definition and communication of your target in the next stage. You have built your strategy, the strategy of your team and its KPIs on the exact knowledge and understanding of the ASSIGNMENT. You must constantly communicate and present the gradual steps and successes of your team to headquarters and superiors. Based on strategic steps, you must deliver the results reliably – at this time, you have solved the most urgent problems within your assignment. You are building a lean company and you use LEAN MANAGEMENT not only when reorganizing teams, but also throughout the company within all processes and in projects.
- Communicate, build relationships, get support and approval. Innovate and motivate.
Continuously build relationships, innovate and motivate. Work with the team to ensure understanding of common goals, build strong bonds, devote your time to people and integrate new people effectively. The ability to build conceptual relationships in a corporation or other large company is a very important part your success. Therefore, create links at your level so that your colleagues at the same level are your support for promoting common or similar goals, get inspired by them, motivate them to mutual support, innovate things together.
Have common interests. When it comes to building relationships one level above you, it’s important to have the support of your boss’s colleagues. Although your mission is to make your boss successful, do not neglect ties with his partners, meaning at his level (he and you will need the consent and support of others – and keep in mind that the support sought is of a different quality than the forced support and based on the position of a single person) – vice presidents, members of the board of directors, members of the supervisory board – it is crucial for you to have conceptual ties with these team members so that your good relationships do not fall apart due to someone’s departure or change.
If you are interested in our manual 60+100 days of integration, in which we will discuss in detail the successful integration with practical advice, contact us and we will be happy to share it with you.