Joining an organization, or a new a new company business unit from the outside, possesses a unique set of challenges. Transitions are necessary, given companies, at times possesses a limited internal candidate pool for senior leadership positions. Or they may just need a new set of eyes. In some organizations, the new role is ill defined, the politics confusing and the structure fuzzy.

Organizations spend lots of money and time finding and selecting their next leaders. Due to the amount of resources utilized, companies must utilize successful on-boarding strategies. The time to start is during the interview process to ensure proper alignment of the person and interview process. Leaders, if welcomed into a supportive environment, will produce quicker results and are less likely to leave in a quick manner.

Organizations, just like the amazing human body; possess their own" immune system". Michael L.Watkins does an excellent job of explaining this in his book, Your Next Move (Harvard Business Press.) Michael states, "the organizational immune system is ready to isolate and destroy outsiders who seek to introduce "bad ideas". " Companies, like the human body, have an equilibrium state. For example, when systems are working well, they prevent damage. Conversely, if a system is working t too well, positive people, successful strategies and ideas can be easily expelled.

As an executive recruiter, I see three early on- boarding success strategies. First, have a clear understanding of success expectations and that you are comfortable with them. Once hired, ask questions, verify and verify again. Even if you felt you have a clear pictured painted for you during the interview process. The recruiting process is much like dating before marriage. Both parties naturally have their best foot forward. The perceived interview expectations may slightly alter or look different once hired.

Second, immediately gain an understanding of their micro culture and remember that at a deeper level, lies a less visible set of organizational norms, only to be discovered after some time has elapsed. These "deeper norms", define, to its members, the "way the world (organization) works". Third, identify key stakeholders and forge connection based on shared interested. You need to build trust and credibility with these individuals. Ask your direct supervisor or human resource director for a list of people, if not provided one.

Remember, you have ninety days to pave your current and future performance path. The President of the United States has one hundred days. This initial ramp-up time, set the tone and tempo for the duration of your employment at this company and possibility others in the future. It is difficult to alter once set, so chose well and be prepared.

-- Atwood is president of Atwood Associates LLC, a Madison-based executive search, recruiting and consulting services firm.

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The first ninety days in a new position are critical to success. The President gets one hundred. Leadership transitions can be challenging and require different strategies depending upon the current situation of your new employer.

Is your company a turnaround, start-up, and re-alignment or successfully stable? Each situation requires different strategies, assessment tools and negotiations. Are you prepared? The stakes are high.

Failure in a new assignment can spell the end of a promising career. Transitions are periods of opportunity and chances to make change. They are also filled with intense vulnerability, lack of relationships and knowledge of systems. If you fail to build momentum during your first 90 days, it will be an uphill battle after that.

To help you avoid the potential uphill battle, I personally recommend reading the book, "The First 90 Days," by Michael Watkins. This book will assist you in developing your own transition acceleration plan. Watkins gives you tools to:
* assess your strengths and weaknesses while identifying vulnerabilities
* help you to identify challenges and opportunities
* negotiate a positive working relationship with your boss
* help you secure early wins
* build your team and connect with influential support coalitions

You can not afford to have the wrong people on your team. The most important decisions you make in your first 90 days will probably be about people on your team. If you succeed in creating a high performance team, you can create added value. If not, you will face difficulties, for no leader goes it alone. You will need to access team members, devise a plan to get new people moving, get some people off your bus; and moving others into the right positions -- without damaging performance. You will need to put in place goals, performance measures and incentives while promoting team work.

-- Atwood is president of Atwood Associates LLC, a Madison-based executive search, recruiting and consulting services firm.

Labels: Pamela_Atwood