Assimilating New Leaders: The Key to Executive Retention

Assimilating New Leaders: The Key to Executive Retention

Assimilating New Leaders: The Key to Executive Retention

Assimilating New Leaders: The Key to Executive Retention

Synopsis

Newly hired senior executives don't need any help, right? After all, they're getting paid top dollar for knowing their stuff!

The reality is that executives often do need guidance and support when joining an organization. In fact, a recent survey reported that more than 70% of newly hired executives left their jobs within the first two years! These missteps can wreak havoc on subordinates, departments, customers, suppliers--and ultimately the bottom line.

Assimilating New Leaders offers a way to turn around this abysmal turnover rate by proposing an original four-stage process for successfully assimilating new leaders into an organization. By employing this dynamic new model and examining the book's abundance of real-life examples, readers will learn how to:

• Anticipate the potential pitfalls of leadership transitions

• Minimize disruption to business cycles and processes

• Give new leaders the tools they need to succeed

• Understand how to recruit--and retain--the right senior leaders

• Realize the organization's return on investment in the new leader.

Excerpt

May the road rise to meet you and the wind be always at your
back
.

—Traditional Irish blessing

Two wishes lie at the heart of this traditional blessing: one for future success and the other for fair traveling conditions to propel you forward. The road should lead you effortlessly toward your goal, with no potholes along the way into which you might stumble. It’s a nice way to begin thinking about how we’d like new leaders to be able to enter organizations—the teams they lead, their peer groups, and the project teams that rely on their expertise.

We have observed that assimilation of new leaders occurs in roughly four stages over the course of two to three years. Assimilation begins at the point of hire and is complete when the individual becomes a full contributor and is no longer considered an outsider. A successful assimilation is one in which both the individual and the organization . . .

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