Training Industry Magazine - Spring 2016 - (Page 9)
ONBOARDING
SUCCESSFUL
LEADERS
What does it take to successfully onboard
a leader? Onboarding a leader is different
than onboarding staff who will not
directly contribute to the strategic
direction, mission, values and goals of the
organization. Staff with a straightforward
job description and reporting chain require
general organizational information and
need to feel welcome in the established
culture. Onboarding a leader takes
much more.
The new leader needs to feel that
ideas are not just welcome but valued.
The new leader needs to know he or
she has support in decisions and the
implementation of change, whether large
or small, as change always has an impact.
Team members with strong leadership,
organizational skills, and influential
interpersonal skills are in large demand.
Not only that, but they are expected
to come into their new organizational
culture equipped to accomplish more
with less resources. Finding the right
person for the job and successfully
onboarding him or her is a very difficult
task. It is not easy to find the right
person for the job, and it is even a harder
task to find that right person and offer
him or her a successful experience to fit
right in.
The benefits of successfully onboarding
a leader can lead to better team morale,
productivity, and more cohesive work
groups across departments. Here are three
tips to successfully onboard new leaders:
Expectations must be clear and
understood. It is imperative to lessen
confusion and ambiguity with goals
and expected outcomes. This can be
accomplished in the form of a work plan,
goal plan, and/or strategic direction
outline. Offering the history of the
organization and where the organization
wants to be can go a long way. The new
organizational leader must understand
his or her role and how that relates to the
success of the business. There also needs
to be a reality check that what the leader
perceives as his or her role, actually is the
intended role.
Invest the time. Yes, time is an investment
with any new hire but a leader hire is a
different type altogether. This person needs
to understand the entire organization at
an enterprise level so his or her decisions
build connections across the various
entities of the organization, not isolate or
inadvertently discourage or negatively
affect other work groups or departments.
Involve the new leader immediately.
Give him or her opportunities to
connect and interact in planning
meetings, strategic meetings, and goaldevelopment meetings. Your new leader
needs to feel immediately involved.
This can be accomplished by setting up
conference calls or face-to-face meetings
so he or she can start to understand
how decisions have been and will be
made while introducing him or her to
key stakeholders. This offers the new
T R A I N I N G I N DUSTR Y MA GAZ INE - SPRING20 1 6 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE
- KATHLEEN FEDERICI, M.ED.
GUEST EDITOR
NEW LEADERS NEED TO
FEEL THAT IDEAS ARE
NOT JUST WELCOME
BUT VALUED.
leader insight into how obtaining buyin for decisions and changes can best be
accomplished. Effective and continual
knowledge sharing and communication
will be key to successful onboarding.
ONBOARDING TODAY
Onboarding a new leader is quite
different today than even five years ago.
Successfully onboarding a new leader
will offer beneficial and positive results
in a short time. Working out a plan for
your leader and carving out the time to
onboard him or her will surprise your
organization by seeing how quickly that
leader begins to make significant positive
contributions to the management team,
various work groups, departments and
the overall organization.
THIS ISSUE'S GUEST EDITOR
Kathleen Federici, M.Ed., is the director of
professional development for the International
Parking Institute, where she drives creation
and delivery of all training, continuing
education and certification initiatives. She has
20 years of training and education experience.
Email Kathleen.
9
http://www.trainingindustry.com/ezine.aspx
Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2016
Training Industry Magazine - Spring 2016
Transforming the Classroom Experience
Table of Contents
Onboarding Successful Leaders
Will the App Become the New Classroom?
The Evolving Classroom
Developing Micro-Learning for Micro-Moments
Testing the Waters with Mobile Learning
Incorporating Instant Messaging into Communciations Training
Tools for the Mixed Physical and Virtual Classroom
Training a Diverse Workforce
Next Generation Classroom: Providing the Ultimate Learning Experience
Meeting the Five Moments of Need
Save the Learners: Build a Serious Game Strategy
Universal Design for Learning
Cars.com: Revolutionizing the Classroom Experience
Crossing Cultural Training
The Changing Face of Training Outsourcing
Design Learning so Everyone Gets an 'A'
Creating Brain-Compatible Materials
Four Ways to Become an Agent of Learning, Not Change
BizLibrary Invests in the Science of Memory
Company News
What's Online
Training Talk
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