If you want longevity with your new employer, it's important to start off on the right foot. You know the saying, “You only get one chance to make a first impression.” According to the Harvard Business Review, nearly half of senior-level outside hires fail within their first 18 months on a new job. How can you avoid becoming one of those failures? I believe the key is to focus on onboarding.
In my experience of coaching leaders through career changes, I have found that many mid- to C-level executives are anxious about starting new roles. But I believe the more prepared they are for this change, the better they will manage, accept and excel at the new opportunity. This preparation starts with the onboarding process.
What exactly is “onboarding”? Onboarding is the process of integrating a new employee into a company. It is not the same as orientation, which is typically a one-day introduction to benefits, resources, amenities and the company culture. Onboarding, on the other hand, is a long process that can take between three and 12 months.
Some companies provide formal onboarding programs, whereas others are a bit more relaxed with their teaching methods. In either case, I believe you, the new hire, should help drive your own onboarding process to help ensure success. Be deliberate and proactive about your integration.
To help you navigate this, I’ve developed a list of key success factors to coach leaders through the onboarding process:
1. Understand the culture.
Don’t underestimate the difficulty of immersing yourself into new workplace culture. Corporate culture is the set of beliefs, values and behaviors that an organization generally adheres to. Each company and business unit has a unique culture that grows and morphs over time.
I believe if you do not understand the culture, others might not perceive you in the most positive way. Doing things your way without regard for the established norms could lead to you being seen as a bulldozer. For example, I’ve seen executives insult many people by judging past decisions without knowing the history and why the choices were made.
To understand the culture, talk with fellow employees, and ask them to describe the culture. Then, observe how things get done. Pay attention to how decisions are made. Is it generally consensus-driven or individual decisiveness? How do team members communicate? Is it informal (i.e., chats in the hallway, instant messaging), or are formal meetings the norm? Be sure to both ask and observe. I have found that some of the most important cultural norms have become commonplace, so people don’t think to include them in their description.
2. Determine key stakeholders in the company.
For many, it can be difficult to have a long-lasting and meaningful impact without working “across the company,” also known as working cross-functionally. Therefore, it is important to determine the key stakeholders. They might be internal or external peers, direct reports or senior management. Take a 360-degree view to identify your stakeholders.
Once you determine who these stakeholders are, don’t hesitate to reach out and start dialogs. Ask to meet one-on-one — and listen. The purpose of your first meeting is not to talk about yourself. You can find great value in these meetings if you ask questions and listen. Find out about their priorities, their preferred ways of communication and how you can help their success. I believe there is no better way to start a relationship than by listening and building trust.
3. Get clear on expectations and timing.
It’s important to know who has input on your performance, what their expectations are and timing of those expectations. Don’t limit yourself to thinking you only need to know what your supervisor expects. It’s likely that others will have input on your performance reviews. Once you have identified what these constituents expect of you, ask to meet with them periodically to review your results and make sure you are meeting their expectations. In my experience, this is especially powerful if these people are not in your direct chain of management.
4. Know where (and how) to get resources.
If you want to get your work done efficiently and effectively, I believe it's important to find technological and administrative resources. Often those in charge of these resources have many “customers,” as they typically support teams of people in today’s organizations. If you are ever in a pinch and need a resource, be sure you know who to contact and where your resources are. And most importantly, remind them of their value to you and the company.
5. Be proactive about gathering feedback.
Feedback is key to knowing how others perceive you and if you are meeting expectations. But as a leader, don’t expect people to proactively give you feedback. Asking employees to provide “upward feedback” can be particularly tricky and uncomfortable for some. Therefore, I believe you should take control and actively pursue feedback. Ask open-ended questions to receive quality information. For example, you could ask what they might do differently if they were in your shoes or what three things they would change and why.
Don’t stop with your team. Remember, others might have input on your performance review. So, solicit regular feedback from peers, internal and external business partners, and your management team.
6. Take stock, and refine your strategy.
Based on what you’ve learned by following the first five keys to a successful onboarding experience, it is now time for you to take stock of your strategy and make refinements. Keep learning about the company culture, and continue seeking feedback. Apply any new learnings, and refine your strategy appropriately.
With half of all external senior hires failing within 18 months, you can’t afford to take a reactive approach to the integration of your new role. You must lead. I believe taking control of the onboarding process can help you have maximum impact and a lengthy tenure.
