Leadership Coaching & On-Boarding Process

1. Leadership Coaching&On-Boarding Process OIT Workforce Development

2. On-Boarding Process High agreement. . . Low Success Let’s get innovative!

3. On-Boarding Process: The process of integrating new employees into the organization, of preparing them to succeed at their job, and to become fully engaged, productive members of the organization.

4. On-Boarding Process • Benefits: • Strategic • Enhances performance • Improves morale • Employee Retention • Liability: • “Sink or swim”

5. On-Boarding Process On-Boarding three-step process: Get clarity around expectations Ask what is important to learn and from whom to learn it Ask about the processes, procedures and changes the organization intends the leader to implement at the end of three months, six months and one year

6. On-Boarding Process before getting started Beyond office supplies:

7. On-Boarding Process Stakeholders: People inside or outside your agency or department area who have a vested interest in the success of your endeavors (and in whose endeavors you, reciprocally, have a vested interest).

8. On-Boarding Process - Relationships

9. On-Boarding Process - Relationships • Prior to conducting any stakeholder diagnostics, make sure you think about: • the relationship • its importance to your goals • each stakeholder’s potential questions about your role • your questions of them • your potential sources of agreement or conflict • the tone and approach you wish to take.

10. On-Boarding Process – first two weeks Align with Boss:The following issues are discussed formally and clarified between the new leader and the boss. The new leader’s role:Where he/she fits in the organization Mutual Expectations:What both parties expect of one another. Decisions: Define decision boundaries & parameters Communication Preferences: Mutual preferences on how to connect Current “hot issues”in the organization

11. On-Boarding Process Identify KnowledgeGaps Within the first month, begin to identify the knowledge/skills that are ideally needed to be successful in this role, and identify strengths and gaps.

12. On-Boarding Process – Setting Goals Critical Goals you must achieve in one year, including the criteria by which each will be measured: Goal _________________________________ Progress within the First 90 Days Progress within 6 Months Progress within 12 Months

13. On-Boarding Process – first three weeks Engage in “Fast Start” Process with Direct Reports Learn about your direct reports by formally clarifying/discussing the following issues a 1:1 meeting: Understanding the Individual:Who are each of your direct reports? Understanding the Roles:Where each direct report fits in the organization Priorities and Issues: What is most important to each direct report? Mutual Expectations: What are expectations about autonomy, decision making, and communication with each direct report role?

14. On-Boarding Process – first month Engage in “Fast Start” Process with Your Team Establish direction and clarify expectations within your team by holding a formal “assimilation” meeting to accelerate relationship building and lay the foundation for effective teamwork.

15. On-Boarding Process – Month 4 - 7 • Immersion • Fine tuned, exploratory learning • Managing the business • Tasks • Develop a deeper understanding of the situation and the people; see underlying patterns; question things more profoundly. • Reassess priorities. • Settle questions and problems concerning key personnel; work out differences. • Prepare for reshaping actions, perhaps major changes in strategy or organization or both.

16. On-Boarding Process – Month 4 - 7 • Results • Little change, but important learning • Fuller knowledge of organizational / departmental needs. On-Boarding Process – Month 8 - 10 • Reshaping • Intervention and action-oriented, a very busy time. Acting on the revised concept.

17. On-Boarding Process – Month 8 - 10 • Tasks • Reconfigure organization / department based on new understandings. • Deal with underlying causes of residual problems. • Open to unanticipated problems that emerge as a result of former changes. • Consolidation • Evaluate learning • Follow-through

18. On-Boarding Process Leaders stand out by being different. They question assumption and are suspicious of tradition. They seek out the truth and make decisions based on fact, nor prejudice. They have a preference for innovation.

19. On-Boarding Process – Rising to the next level

20. On-Boarding Process

21. On-Boarding Process Leading Change Leadership is about getting people to abandon their old habits and achieve new things, and therefore largely about change - about inspiring, helping, and sometimes enforcing change in people.