C-Level's Guide

Posted on April 06, 2012 by Julie Overholt-Dearing, One of Thousands of Executive Coaches on Noomii.

“Pilots deprived of visual references while flying can quickly loose control of their aircraft and succumb to one of aviation’s biggest killers: spatial disorientation. This is a spot on analogy for what can happen to the executive that is building their role inside a new organization.”

Spatial disorientation is the mistaken perception of one’s position and motion relative to the earth. According to a recent survey of 223 recruiters, 1 out of 5 executives will crash and burn in a new career opportunity within the first year. No one begins a career opportunity planning to fail, but perceptive business leaders take the necessary steps to minimize the risk and insure their success. After all, planning for the turbulence that many times accompanies change can only insure your position in the company and enhance your own career strategy.

Why are the first 90 days different than the ones that follow? Most of the time, your new company will give you some latitude to get your bearings. But. never again, will you be allowed to be as unaware as you are in the beginning. And, while some people inside the organization may already have started talking about you, most folks are still looking to experience their own first impression of you. That’s the good news. The bad news is that if you don’t use this time wisely, you could become the C-level that flies off into the sunset and no one cares!! But make no mistake: industry leaders will make a note of it and experienced recruiters will deduce it.

What are the critical success factors for the new executive? Each executive with his/her unique skill sets and every organization provide a unique combination for success or failure. That is why an external coach at the executive level is so valuable. And, after 13 years in this arena, I assure you there is no magic formula for success that works in all venues. However, here are some basics to consider:

 The command-and-control-style of management is out and a more culture-sensitive approach is in. Meet key people one-to-one from secretaries to the CEO. Be approachable. Ask many questions and listen to the answers. Identify the informal leaders early to build support strategically.

 Don’t criticize prior business practices. You just don’t know all the facts and you could alienate potential internal partners by implying that both the practices and the people that implemented are foolish.

 Identify people’s strengths and help them have some early wins under your leadership. Build an internal team to help you socialize your message. And, don’t assume that people will know how to support you. Tell them what support looks like to you so that the “wins” will align with your objectives.

 Adapt to the dress code. If the dress code at your previous company was “suit and tie” and your new team is business casual, dump your old wardrobe. This is an easy way to fit into the culture of your new organization and open of lines of communication. Don’t let something as easy as keeping or taking off your jacket be a distraction.

 Focus on what is behind the reports. In the first 90 days, many executives make the mistake of getting caught up in the details at the expense of building their new strategy and creating momentum. Balance your interpersonal activities with the business process. Building relationships will help you integrate process changes more quickly down the road.

Research suggests that it takes three to four years for a top executive to be completely assimilated into an organization. The first 90 days are about setting the tone for future success or struggle. It is an intricate process to learn about your new organization while balancing the impressions you are making on others. Your first 90 days is only 8.2 per cent of a three year assimilation period but it can make or break your strategic plan for yourself and inside your new company.

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Julie Overholt specializes in linking individual executive effectiveness to organizational performance through career, life, and business solutions. With over 25 years of experience in talent development, training and corporate consulting and a focus on executive leadership, she envisions her role as that of advocate for C-level managers, senior management and high end professional service providers in the development of soft skills, personal path development and career re-invention. For more information, visit her website: www.julieoverholt.com