Organizations routinely spend thousands of dollars in recruitment / executive search fees, intent upon finding the perfect candidate. Yet far fewer do enough, if anything, to maximize the return on that investment by thoughtfully planning for a successful transition. Best practice organizations address this issue and create competitive advantage with transition plans designed to quickly and efficiently ramp up new leaders to full productivity.
The stakes are high and the odds are uninspiring. A commonly cited statistic is that turnover among newly hired executives within the first three years of taking a new job is as high as 50%. (1)
Reducing that rate even by half is fertile ground when you consider the costs of filling an executive position, often cited as at least a full year’s salary. In his highly acclaimed book, “The First 90 Days,” Michael Watkins introduces the concept of a breakeven point, the point at which new leaders have contributed as much value to their new organizations as they have consumed from it. Initially, new leaders are net consumers of value; as they learn and begin to take action, they begin to create value. Hopefully, from the breakeven point forward, they are net contributors of value to the organization. (2)
Breaking Even
The good news is that it’s not so hard to get some traction on this issue. Since the goal is to reach the breakeven point as rapidly as possible, it will be important for the new leader to act and learn as effectively and efficiently as possible. To do so effectively, s/he must define what to learn ensuring a focus on the right things. To do so effectively, s/he must define what to learn ensuring a focus on the right things. To do it efficiently, s/he must identify the best available sources for learning and then figure out how to extract maximum insight quickly. (3)
Whether you yourself are the leader in transition, or you are supporting someone who is, here are some elements to include in a strong transition plan:
There is no “one size fits all” in this arena. Figure out what you can make work in your environment and get started. Go with one or two steps, or commit to all of them. Get outside help or inside help, or go it alone. Provide newly hired and promoted leaders with Watkins’ “The First 90 Days” and make it required reading; that alone can have an impact.
Finally, remember that when the stakes are high and the odds are not impressive, some planning trumps no planning any day. As our friends at Nike counsel, “just do it.”
Footnotes
(1) Kates, Ann and Downey, Diane, “The Challenges of General Manager Transitions,” in “Filling the Leadership Pipeline,” edited by Robert B. Kaiser, Center for Creative Leadership, 2005, pg. 45.
(2) Watkins, Michael, “The First 90 Days,” Harvard Business School Press, 2003, pgs. 2-3.
(3) Ibid., Watkins, pg. 37.
(4) Ibid., Watkins, pgs. 61-62
(5) Charan, Ram, Drotter, Stephen, and Noel, James, “The Leadership Pipeline: How to Build the Leadership Powered Company, Jossey-Bass, 2001, pgs. 15-31.
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