Leadership Opportunities . . .
Over past issues we've critically examined the roles, the credentials and the strategies that are peculiar to the leadership role. Now it's time to explore some of the opportunities that people in leadership roles possess that could make profound differences in the lives of those they lead.
This means we're comparing and contrasting how a leadership perspective can add unique and substantial value to some ordinary and familiar undertakings. Last month, we considered the opportunities to be found in staff development, but, the question was asked, what about the initial orientation process?
The right foot . . .
I spent some high quality time with my grand-daughters last week, and I cannot begin to tell you how special the time was for me. At every turn, with each poignant moment, I found myself reflecting on the equally special moments I'd spent with my daughter when she was young. These are and were precious memories, never to be replaced and ever fresh and always treasured.
One particular memory that surfaced was the first time that my wife and I had entrusted our daughter to a babysitter. To say it was traumatic would be a master understatement. Our initial concern had been to find someone who was adequate to the job. The specifications were totally unreal as I recall and our success in finding this paragon of virtue and sublime competencies remains an unparalleled achievement.
When this unique lady arrived at our home for the assignment, I doubt that she was prepared for the briefing that I gave her. I remember well her expression as I regaled her with our family history (so she would fully understand our daughter's uniqueness and value); the health records in amazing detail (so she'd cope reasonably with any unforeseen emergency in that area); our daughter's expectations, habits and idiosyncrasies (so she'd anticipate her every need instantaneously); the local support services and their various strengths and weaknesses (so that she'd use these resources with unerring judgment) and our intended agenda for the evening complete with contact information, code words and priority signals (so she'd let us make all the effective decisions rather than taking any risks).
I guess the real miracle was that she stayed and patiently listened to my extensive instructions, smiled gently and ushered us out the door without creating more concern than we were experiencing already. She had earned her fee for the evening in the first twenty minutes without even laying a hand on our precious legacy. Not only did we survive the evening, she did too - and my daughter hardly noticed!
This reminds me of the importance of the orientation process we use in welcoming new staff to our organizations - or should I say "should be using"? Turnover statistics reveal that the rate of separation in the first two years of employment is extraordinarily high. This is not solely because we make terrible selection decisions or because new staff is fickle and shiftless. These initial years are critically important because they are a transition, and transitions are unstable processes by definition.
My hypothesis is that the decision 'not to stay / not to commit' is likely made within the first six weeks of employment although it might well take many months to implement. The window of vulnerability is very narrow, and that will assist us to manage it effectively.
Is it worth while? Well, there have been numerous studies that demonstrate, unequivocally, that retention rates are substantially improved where there is an effective orientation program in place. This means that time is set aside to fully and properly introduce the new person to the organization, responsibilities, contacts, supports, expectations and standards and the myriad of other vital information needed, before unsuspecting new employees begin tripping over themselves!
Every manager I know wants to short-circuit this process. After months or weeks of managing without the person-in-place, the need for immediate gratification is so compelling that unacceptable risks are taken in order to get immediate results. The problem is that the associated risks are extremely high and complete failure in the relationship is not at all uncommon. The prudent manager will take time to put a firm relationship foundation in place before piling on pressures and demands. Such a foundation will likely require an investment of a few days, not the ritualistic three hours. 'Days?' you ask.
What is needed . . .
Let's begin with the needs of the individual. In my experience, they are legion, sensitive, possibly unrealistic and wholly undefined, meaning that I've yet to meet a new employee with a comprehensive checklist in hand on joining day. Come to think of it, it's a rare individual who has even considered and formulated a list of essential questions. Does this mean that new employees are simply not curious or needful? I think not!
At the same time, the 'newbie' will have expectations - all perfectly reasonable in his/her mind - that have to be met. There was an intense courtship during the complex hiring process when these were assembled, some deliberately and many, if not most, unintentionally. Now, in earnest hope of fulfillment, the newbie faces the stark reality of the job. These expectations too have likely never been inventoried, prioritized or subjected to a sanity check. They just are, and that is sufficient!
So we have a new and uncertain environment, strange, unfathomable people, weird customs and rituals, unchecked expectations and no clear game plan - this is a recipe for disaster!
There has to be a plan! Because so many of the essential issues are not explicit, the plan needs to be flexible and resilient. It takes the form of an Orientation program. Time and effort has to be devoted to surfacing the individual's precise expectations and needs, and an attempt made to structure them so that they become manageable.
In many cases this is going to be like herding cats. The challenge is in ensuring that all the important cats have been properly recognized and identified accurately. Next we have to communicate to the cats the route or destination we have in mind for them - a daunting task. The orientation agenda is now partially complete.
Where Orientation programs do exist, in the main they serve the interests of the organization. The primary demand is for contribution, so let's provide all the related objectives, goals, policies, standards and processes that the newbie needs to become productive. Agreed - the incoming person needs to know the expectations of the employer and the rules of the game or contributions will suffer. This too, however is only a partial agenda. Put the two together and we're away to the races, right? Well, no.
The third and vital component of a successful Orientation program is still missing. The first two parts are passive (for all their surprises), simply an information exchange and comfort building activity. The essential task once these are clarified is to reconcile them and to create a consensual 'go forward' program - in short, negotiate. We need a meeting of the minds, a shared appreciation of what's real.
Who does what? . . .
The standard practice, where orientation programs are in force, is to assign them to HR - who else knows the organization so well and in all of its aspects? HR is indeed a most valuable resource - knowledgeable, objective and skilled in extracting all the relevant issues - but it cannot perform the third component no matter how hard it might try. I would argue that HR's proper role is that of coordination, not as implementer and never as the sole instigator.
Equally important to consider, we don't learn anything by sitting and listening or viewing information. We learn only by doing - that is experiencing things for ourselves. This indicates that the newbie needs to be actively exposed and engaged in all roles and functions that are related to the contribution that's expected. If the 'upstream' functions for the individual's proposed position are Sales then time on the road or on the phone is required. Similarly, if the 'downstream' functions are Engineering or Scheduling, then the individual has to experience these at first hand too.
In summary, for the initial two components of an effective Orientation program, HR should coordinate a specific and highly practical agenda of exposures/experiences that will create a fresh reality in the mind of the newbie. The incomer has to really know about what can happen that will affect the intended responsibilities and expected contribution. This has to be learned from personal experiences.
The final and critical component - negotiation - may now occur between the new incumbent and the immediate supervisor. This cannot happen until the first two components are fully completed, since both parties need to negotiate from a position of practical knowledge and the confidence that brings.
The leader's opportunity . . .
Orientation, particularly the third and final component, requires that the immediate supervisor wear a leadership hat. A leader is one who focuses the desire for change within another individual(s) and then facilitates the creation of a sustainable new reality. This is an incredible opportunity to do just that. The initial components have been surfaced, within the mind of the newbie particularly, that feature all kinds of desires for change - some reasonable, others perhaps not so reasonable.
Granted, it simply isn't productive to attempt to deal with each specific issue precisely; there isn't enough time or incentive. But that's not how a leader works, is it? There are four distinct stages in any leadership intervention, the first of which is the creation of a vision in the mind of the leader. If the leader cannot see a desirable outcome or possible condition, (s)he can't move to the second stage, to transfer this vision into the mind of others - the focusing part.
Now the leader doesn't transplant their personal vision into the minds of those who might follow. Each follower is stimulated to create a parallel or equivalent vision of their own. This is important because what they create is theirs alone, not an imported vision that really belongs to someone else. So, the supervisor, as leader, induces or initiates an appropriate vision in the mind of the newbie which reflects a potential and feasible future outcome that both parties will value and honor.
The third stage is collaborative effort to make the vision a reality. If the visions are indeed compatible this is harmonious and synergistic despite the inevitable fact that it will change, perhaps drastically, with every week/month that passes - it's a work in process. The final stage of the leadership intervention is to produce tangible results, compelling outcomes, to put the score on the board. This is achieved through mutual recognition and appreciation of each small success that's jointly owned.
Consider, for one more moment - what would happen if, instead of taking the time to indoctrinate the babysitter, we'd just told her where the child was as we'd run out the door? That would have been totally irresponsible, even criminal. No one would take such a risk, would they? Is it really any different if we're talking about a vital and valued responsibility that we're handing over to a new employee?
In summary . . .
What happens in every successful Orientation program is that dreams (visions) are created from meaningful experience and direct knowledge of what is possible and desired. Then two invested individuals construct a flexible yet committed plan of continuous action to make a new reality where both will benefit.
Conventional Orientation programs pale in comparison. Here, information is exchanged but no understandings are reached; questions are posed and answers are provided but no shared awareness or commitment is achieved; expectations and aspirations are formulated but remain in the realm of 'wishful' thinking. The recommended approach is an exercise in pure leadership, one which will form a substantial, resilient base for all future relationships and joint actions.
The business case is equally compelling. When the direct and indirect costs of turnover are compared and contrasted with the costs and inconveniences of a thorough orientation program, the decision is a 'no-brainer'. I guess, for some managers at least, the old adage holds true - I never have time to do it right, but I always find time to do it over. The wisdom to invest in a sound and thorough orientation program truly does separate the true leader from all the 'wannabes'
Leaders have a heaven-sent opportunity in the orientation process to win the mind and the heart of the newbie and to build a future that will be irresistible and compelling. It will take you both through that important transition window, stimulate a favorable 'stay' decision and even enhance personal commitment.
Seize the day!
I'd welcome your questions, comments and suggestions. We can all learn through dialogue and your experiences will undoubtedly gain more value when shared. Please contact me at david@andros.org.
A Note to our Readers . . .
Previous series of articles on the topics of
- Tomorrow's Leaders - a model for SME organizations
- The Leadership Crucible - the "making" of leaders
- Leadership Characteristics - a comprehensive catalogue of leader qualities
- Succession Planning - the strategic argument, principles and strategies, and
- Managing Change - every person's guide to painless processes
have been summarized as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we'd welcome your questions, suggestions and comments. They'll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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