Assimilating new leaders: the key to executive retention by Diane Downey

By Diane Downey

The numbers are alarming: greater than 70 percentage of newly employed senior executives go away their positions in the first years. the explanations for this are quite a few. frequently, the hiring association expects a brand new executive--especially person who arrives with a excessive ticket attached--to hit the floor operating, with minimum suggestions or supervision. The "new chief" won't comprehend corporation protocols and present courses, or will even were a bad fit from the beginning. yet whereas the explanations may perhaps fluctuate commonly, the implications are the same--unexpected monetary charges and organizational chaos for the hiring corporation, and occupation interruptions that the departing government can locate tough if now not very unlikely to beat. "Assimilating New Leaders" offers an in-depth procedure for making sure that new leaders and their hiring corporations may be able to leverage every one other's strengths to accomplish collectively necessary pursuits. whereas so much books at the topic supply easy directions for orientation and socialization of access- and mid-level staff, this well timed booklet is going deeper: It offers either a compelling enterprise case for the necessity to specialise in new chief assimilation and an leading edge set of instruments and methods that may support organisations combine and preserve their best executives. "Assimilating New Leaders" begins with particular concepts for making sure a profitable recruitment technique, then outlines a four-stage strategy for weaving a brand new government seamlessly into the material of a company. in keeping with the authors' wide adventure operating with senior managers and packed with quite a few case stories, checklists, actions, and worksheets designed to assist display screen every one degree of the method, the booklet beneficial properties: * A "reciprocal impression" assimilation version that outlines how either the association and the person can paintings towards their mutual assimilation pursuits * Pre-hire recommendations that transcend "fit" to figure out no matter if a candidate is the suitable selection for a company at a specific time limit * particular actions that let a company to put the foundation for a brand new leader's winning access * how one can help new leaders in digesting their new environment--and adapting formerly held assumptions to new conditions and realities * Steps for supporting the hot chief solidify his or her place and become an organizationwide source and contributor due to the fact that each one new government represents the way forward for a company, it really is important--in truth imperative--that the good fortune in their dating now not be left to happenstance and good fortune. "Assimilating New Leaders" offers a step by step application for making sure a brand new leader's skill to outlive and thrive from his or her first day in a firm. additionally, it significantly complements the organization's possibilities of fostering an orderly transition--and a winning, long term courting.

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4 Executive turnover is just the tip of the iceberg. In our experience working with Fortune 500 companies across a range of industries, we have seen increasing levels of turnover at all senior levels, not just among Page 16 chief executive officers. One of our clients recently conducted a study of ninety resumes it received from applicants seeking leadership positions from 1999 to 2000. For each of the 359 positions listed on the applicants' resumes, the company tracked the length of time the applicant had remained in previous jobs.

2 These are public figures with public names and faces, and their depar- Page 7 tures are almost always destabilizing. But what about the leaders who report to the CEO, or those who report to them? Most senior leaders do not have fame, nor are they the topic of discussion at cocktail parties. Nevertheless, they play an enormous role in determining an organization's fate, and the war for talent is really fought within their ranks. So why do so many organizations leave them to fend for themselves, offering minimal assimilation assistance?

Smith. Taking Charge of Change: Ten Principles for Managing People and Performance. : Addison-Wesley, 1996. 4 . J. J. Gabarro. The Dynamics of Taking Charge. Boston: Harvard Business School Press, 1987. 5 . D. Ciampa and M. Watkins. Right from the Start: Taking Charge in a New Leadership Role. Boston: Harvard Business School Press, 1999. S. 3 In addition to replacing the employees that have left, organizations are still adding new employees. On December 24, 2000, the New York Times reported that in its survey of middle managers and professionals, Management Recruiters International found a significant increase in projected hiring for the first half of 2001.

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