Here are six key factors to ensure a new colleague’s successful leadership transition. Taking an active approach to onboarding improves the chances of them being successful sooner, and reduces the downside risks.
Selecting and hiring a new team member frequently
brings me a sense of completion and excitement at having a new colleague to
work with. It is the end of a long search having found someone who will make
our team better, who will improve our organisation and take us to new places.
Now they will need your help and support with their leadership transition.
At the same time, it is also the very start of a long process of adjustment. One that from personal experience tends to be neglected and left to the new joiner to figure out. Not only is the new team member going through a transition to a new role with much to learn, so are their peers who are adapting to a new colleague. If they are a leader, their direct reports all now have a new manager to understand. New vendors or customers to work with. There may be country changes to manage on an international move, also leading to changes at home for any family. Even within the same company, office cultures can differ significantly. Leaving a new employee to work this out alone – whether new to the company or an internal mover – leaves far too much to chance.
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