Active Leadership Onboarding

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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Work hard, work harder

Moving into Leadership

I’ve been working with a lot of professional services firms recently and have been struck by the leadership demands being made on people transitioning into very senior roles. Particularly those making partner.

The step up to partner is a huge one and the pressure people are under is immense.

Getting to partner means you’ve been a superstar on your way up. When you get there, however, you move from being at the top of the tree, to being back at the bottom. Like the new kid at big school, you are now having to fight for yourself as the buck now quite literally stops with you.

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