For new-to-role executives in this COVID era it is important to clarify from the outset what reputation you are seeking to build as an individual and via your team. But how will you do this when working virtually?
Virtual communication creates difficulties, but also opportunities for the onboarding of executives. That said, the background odds against success remain high with an almost 50%¹ likelihood of failure for new-to-role executives.
How are you, your sponsor, board and organisation, working together to accelerate new joiners’ performance in the first 100 days? What are you doing that is new to meet the sterile environment of joining virtually?
In this article, Cranfield Associate and Executive Leadership Coach Peter Fennah outlines eight insights from onboarding and integrating virtual leaders who haven't been able to physically meet with any staff.
This is the first in a series of three thought leadership pieces by Peter on the subject of Transitions.
About the Author
Peter Fennah is passionate about enhancing transition success for both new-to-role executives and senior teams delivering results at scale. A Chartered Occupational Psychologist, accredited executive coach and coaching supervisor he works across sectors and scale from CEOs of global organisations to SMEs. He joined Cranfield in 2002-9 as Director of Career Development and has over 22 years of coaching individuals and teams navigating change. Peter delivers webinars, programmes and executive coaching as an associate for Cranfield Executive Development and Cranfield School of Management.
¹46% of management hires end in failure as defined by being fired, resigning or failing to hit key objectives within 18 months. Shaw & Chayes, 2011. McKinsey, 2020.
The diagram used within this article to express the concept of Core Team vs Over Inclusion was conceived and developed by Peter Fennah.