How structured integration support can help new executive hires make an impact earlier, and increase their odds of success later.

Factors that have nothing to do with an executive’s ability to lead can have a major impact on how quickly he or she becomes a fully performing leader upon joining a new company. Differences in the organisation’s size, culture, way of working and politics, in the absence of proper integration support, can foil even the most capable. A lack of support can even cut an executive’s tenure short, requiring the company to repeat the executive search process and rack up unnecessary costs. To avoid this, it is crucial to invest in integration at the outset of the engagement.

Most companies, particularly larger ones, have a standard system in place for on-boarding, generally consisting of administrative formalities and training in areas such as compliance. But these procedures do not address potential hazards executives will likely face in navigating their new colleagues’ working styles and the company’s cultural norms. The degree of integration support varies widely amongst companies, from a “sink or swim” approach to customised, strategic programs that allow new leaders to more fully and rapidly assimilate.

In a recent survey, a majority of executives at the VP level and above who joined new companies reported that it took them six months, and in some cases nine, to have a real impact in their new roles. The minority who received meaningful support during their transitions found it made a major difference. As the Harvard Business Review explains, “Well-integrated executives can build momentum early on rather than struggle up learning curves.” They are also better positioned to make the right decisions and have the right people in place to help execute.

The Harvard Business Review outlines what it calls “five major tasks” leaders should take on in their first few months, based on the areas in which integration support is needed most:

1. Assuming operational leadership: Even the most thorough executive recruiting process can only go so far in painting a complete picture of a business. Yet to establish credibility, a new leader will need to demonstrate awareness of its operational issues. Giving this individual the information and opportunity to make decisions and solve problems early on helps them to establish their role.

2. Taking charge of the team: A new leader will need to decide whether or not to retain talent. Ideally these decisions should be taken with a balance of objectivity and insider’s knowledge of team members’ strengths and weaknesses – which can be obtained through careful coordination with HR, along with facilitated sessions aimed at building trust.

3. Aligning with stakeholders: Gaining the support of people over whom the new executive has no authority is equally important. Connections must be formed. A new leader can do this strategically by learning how decisions are made within the organisation, and who has influence in which areas.

4. Engaging with the culture: It’s important to quickly gain an understanding of the organisation’s values, norms and beliefs regarding acceptable behaviour, as well as how to work within them, even if the leader wishes to change them.

5. Defining strategic intent: As the new leader begins to shape the company’s strategy, particularly when a new strategy is required, he or she must first focus on corresponding aspects of the organisation, such as it structure, talent management and performance measurement processes.

Essentially, particularly in cases of CEO succession, integration should be regarded as a fundamental part of a company’s overall talent strategy. The steps that are taken within the first few weeks and months of an executive’s tenure can determine whether – and how soon – that leader’s potential is optimised to the collective benefit of the company.

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