When a new leader is hired, his/her team is usually waiting with feelings of excitement, apprehension and hope.
Typically, the organization plans a number of orientation activities for the leader to “get to know” the organization. There may be a series of interviews, observation of meetings and conversations with the previous leader. There is a lot to absorb for a new leader: cultural values and norms, organizational communication and invisible agreements.
One of the opportunities our team has had to support the integration for a new leader is facilitating a New Leader Assimilation Process. This process is often facilitated in large corporations by a member of human resources or organizational development, unless the new leader is in a senior level position. It is helpful in that circumstance to enlist the support of an outside resource.
In mid-size or nonprofit organizations, we have found that this is not necessarily a process they are familiar with, and yet, it is an invaluable way for direct reports and the new leader/manager to begin to understand one another and to create a foundation for effective working relationships to support their best work.
New Leader Assimilation Process: How it works
Recently, a new chief executive officer was hired in a large nonprofit organization. He followed a leader who has had a long tenure with the organization. In conjunction with orientation activities, we had the privilege of facilitating a New Leader Assimilation Process.
One of the significant aspects of the process is to create a “safe” space for team members and the new leader to ask questions and to identify team issues/concerns the new leader needs to know. We utilized a five-step process that resulted in clarifying leader expectations and team history and concerns.
- Welcome and description of the process.
Tom, the new CEO, welcomed his team and communicated his desire to learn more about each of them and their team dynamics. He also let them know that he wanted to respond to their questions and concerns with candor. The CEO was then invited to leave the circle. - Facilitated conversation
The leadership team engaged in a facilitated conversation responding to a number of questions that included:- What do we already know about Tom?
- What don’t we know, but would like to know about Tom?
- What are the concerns we have about Tom?
- What do we want/need most from him?
- What does the organization want/need from him?
- What do we want Tom to know about us?
As the executive team members explored these questions, we captured their responses on flipchart for a later discussion.
- Review with CEO
During the break, the responses to the questions were reviewed with Tom, giving him a bit of time to reflect and prepare to respond when he returned to the conversation with his direct reports. - Return to the conversation
With the CEO back in the circle, we reviewed the questions, asked Tom to respond, and facilitated a conversation rather than a Q&A. Team members were encouraged to expand on their comments, and Tom was encouraged to say more about issues that were particularly concerning for the team.
The result was a collective sense of understanding and a deeper appreciation of the CEO. Likewise, the CEO gained a greater appreciation of his team members.
Team members left knowing what their leader expected in terms of communication with him and his desire for shared ownership for organizational issues. In turn, Tom learned about the working history of his leaders and opportunities to maximize their strengths going forward.
A secondary benefit to the process was having team members gain a greater understanding of one another. - Follow up
The final step in the process was for the CEO to agree to follow up on the recommendations and to continue the conversation on a regular basis about expectations, hopes, etc.
This process opened the door for ongoing communication. It deepened the awareness each team member had of the other, as well as the CEO.
What is your experience in orienting new leaders, whether new to the organization or not?
What opportunities do you have to enhance the welcome and comfort for new leaders and their teams?
“For last year’s words belong to last year’s language and next year’s words await another voice. And to make an end is to make a beginning.” – T.S. Elliot
-Karen Vernal is the president of Vernal Management Consultants LLC, a Milwaukee-based leadership and organizational firm dedicated to “igniting the spirit and skills of leaders.” For more information, visit www.vernalmgmt.com.
