Cers

Career Playbook: PraCtiCal tiPs for exeCutive onboarding

1

Career playbook
Practical tips for executive onboarding

tHe korn/ferry institute

Career Playbook: PraCtiCal tiPs for exeCutive onboarding

1

Introduction
“Human beings are overconfidence machines,” wrote David Brooks, a columnist for The New York Times. Most executives overestimate their skill and their success.According to a Businessweek poll, 90 percent of leaders said they believed they were in the top 10 percent of leaders. People want their leaders to be confident. But when leaders become overly confident, it increases the chances they will derail after taking a new role. When you transition to a new role, it’s likely that you have two goals in mind. First, you want to challenge and develop yourself.Second, you want to contribute something of value to the organization. Fortunately, new assignments that build and broaden your experience tend to enhance capability for the organization too. It can be a win/win – organizations get new leadership to energize the company and advance the strategy, and you get a new career opportunity. That’s the ideal. But the reality often falls short. You may alreadyrealize that transitions are tenuous. The first eighteen months in a new role are a proving ground. New leaders derail with alarming frequency. No one wants to end up When you transition being a statistic. And everyone wants to feel to a new role, it’s likely assured that they made the right decision – your organization hiring you, and you that you have two choosing to make the leap to this newrole. goals in mind. First, You can improve your chances of making you want to challenge the transition a smooth one by working and develop yourself. to accelerate your contribution to the new Second, you want to organization.

contribute something of value to the organization.

When the suspense of interviewing for the job gives way to the anticipation of starting your new role, it can behelpful to have some guide rails. Your new organization has wagered that you are worth the investment it is are making. The best way for you to prove it is to contribute value sooner than it expected. Here are a few things you can consider as you make a thoughtful and successful transition into your new role.

2

tHe korn/ferry institute

Focus on your own assets. It’s to your advantage to beaware of your mental model – how your confidence has served you and when overconfidence can get in your way. Additionally, consider how you can stay cognizant of your strengths, weaknesses, and know-how and how they operate in this new context. Focus on your team, your position, and the new context. Of course, it’s imperative to size up your team because it’s through your team that you will be ableto make your impact. Another strategy presented here deals with political and cultural realities of the new organization and how your predecessor shaped the role you find yourself in now. Finally, focus on your vision for what’s possible, the change you want to bring, and the contribution you want to make. We will explore some ideas that will help you maximize your first ninety days.

CareerPlaybook: PraCtiCal tiPs for exeCutive onboarding

3

Beware: The transition paradox
What you might be missing as you dive into your new role…
You got the job offer and are gearing up to transition to your new role. It is at this precise moment, when your confidence is at its peak, that you need to pay the most attention. You’ve been here before – selected for a promotion, offered a new job,and rose to the occasion. In fact, you’ve probably transitioned to new jobs every couple of years for as long as you can remember. You’re confident and optimistic about the new opportunity. So what’s the worry? One of the biggest pitfalls leaders make when they enter a new position is underestimating the novelty of the situation. Sure, some of the familiar fare still stands – more direct...