Scott Patchin, this week’s guest author, has provided me with a break from posting this week. Be sure to check out part one of this series here.

This is a follow-up to Monday’s posting that explores leadership transitions and how an unsupported transition is mean. Does this scenario sound familiar?

A very well respected leader is hired for a key role in your organization. The interview process was rigorous and the team was excited about the new addition. The person starts. . . 16 months later they are asked to leave the organization.

There are lots of things you can do as a leader to help people be successful in a new role. Here are five that take little time and will have the biggest impact:

1. Set goals (for doing and listening): Spend 2 hours with them on the first day getting acquainted and outlining 30, 60, 90 day goals. As part of goal setting, create a list of key stakeholders (customers, peers in other departments, employees, other executives) to talk with in the first 45 days and gather input, ideas, issue lists, etc.
2. Regular Access to you: For the first two weeks, set a daily meeting time for 20 minutes to check in and for them to have access to you – even if it is via phone. Make it a weekly habit after that.
3. Answer the question “How will we communicate?” Discuss the best time to call you, whether you prefer email/cell/etc., what decisions you will trust them to make, and what decisions you want them to clear with you before making. Commit to them how long it will take you to return messages.
4. 911 Procedure: If there is an emergency (over the top stress, a decisions goes south, no idea where to start) here is the procedure. While you are doing this tell them a story about your biggest emergency/mistake you have made in a similar transition. Send the message that mistakes are expected and understood, just don’t let the fire burn out of control for too long.
5. Repeat the above four steps every quarter until they are over the learning hump and can slip into your normal performance management habits.

No one wants to be called mean, but sometimes it is the most appropriate word for what we do. Use the steps above to increase the chance your new leaders will be develop, be successful, and avoid the real personal harm that comes with a poor transition.

Scott Patchin founded The trU Group with a mission – To be a guide for others so they realize the excellence they were born to achieve. He coaches leaders/high potentials and helps leaders/organizations build performance cultures that develop people along with growing the business. At the core of what he does is to promote great conversations that build trust and reveal truth. He is also a husband, father, and published author.

Connect with Scott via his website (www.thetrugroup.com), his blog (trugroupscott.wordpress.com), or on twitter (@trugroupscott).

5 Responses to “Don’t Be Mean, Part 2”