Why New Leaders "Don't Get It" And What To Do About It

After studying and supporting New Leader transitions for over 15 years, we have come to believe that it is always the case that the role and operation the New Leader thought they were signing up for are different than what they end up with.

This understanding gap can have multiple causes, and can happen at great expense to the Leader and their organization -- especially when they don't realize that others think they "don't get it." The New Leader loses credibility (and sometimes their job), money and resources are wasted, and opportunities lost.


1. The Courtship of Top Candidates -- Employers work hard to attract top talent for leadership roles. Times are tough, the competition has become more aggressive, and they want to win. This ups the ante -- it becomes more important to hire highly capable leaders who can drive immediate results.

In many ways, recruitment is like a romance -- the company sets its sights on the best candidates, and works to make itself attractive to them.

• Candidates are flown in, wined and dined, and shown the most appealing aspects of the company's culture, role and operation. (Some companies simply want to look good, while others actively suppress information that would stop candidates from even considering the role)
• Candidates wish to present their best selves, but they are at a disadvantage because the selection process is more focused on revealing what's important to know about them.
• The employer can, through interviews, background checks and pre-hire assessment, do a pretty good job of sizing up the candidates, as well as potential to fit the culture.

Unfortunately, the candidates have a more limited ability to understand what is real about the company, role and operation presented to them.

• They can do their due diligence through research and reputation, ask questions in the interview process, and negotiate the boundaries of a role.
• Typically, the true nature of their new situation isn't fully apparent to them until after they start the job.
• As a result, for many leaders, accepting a role can be a little like an arranged marriage -- they make a significant commitment with limited insight into their future.
• As time passes, if they remain vigilant, they become aware that things are very different than they expected.
• And then, if it's not already too late, they have to decide whether to adapt or leave.

2. The Change Between Offer Acceptance and Start Date -- and usually not for the better. The search process can be long -- 9 - 12 months often elapse between the first conversation and their eventual start date. In the meantime, the job itself can morph into something entirely different.

The role or operation gets redefined through reorganization.

• Though a fairly commonplace practice, when reorganization happens between the acceptance and start dates and hasn't been adequately communicated the New Leader is essentially starting a job they didn't interview for or accept.
• They also may not realize that their role is being completely recast, and fail to adapt to new realities.

The Hiring Manager leaves -- and the New Leader now has to reconfirm the job, its scope, deliverables and resources with his or her new boss.

• In observing these situations, this change often involves major redefinition of the New Leader's role, and it's crucial that the changes are recognized and adapted to. 
• Unfortunately, it sometimes take a few months for that replacement to step in, leaving the New Leader in limbo and uncertain how to proceed.

A shift in strategic direction, even based on very real need, can profoundly impact the New Leader's role and opinion about the organization.

• It's common for workload, funding and staffing shifts to follow, while New Leaders becomes accountable for delivering the same (or more significant) results with fewer resources.
• In the worst cases, New Leaders find themselves to not be well-suited for, or happy about, the execution of the new strategy. They either have to scramble to develop capacity, adapt, or face the eventual prospect of moving on to a different employer.

3. How to Help New Leaders "Get It" -- though vexing problems can stem from New Leaders "not getting it," there are solutions to the fairly common situations described above. They can, in most cases, be mitigated or improved by:

• Being truthful -- transparent with candidates about the company, role and operation before they have accepted the position. It may feel risky to do so, but research clearly demonstrates the value of realistic job previews in driving New Leader satisfaction and retention.  
• Structuring their onboarding process to repeatedly revisit, and reconfirm, the scope and deliverables for the New Leader's role, examine what may have changed, and respond to the expectations held by significant stakeholders to the operation.
• Performing a Culture Snapshot assessment to help the New Leader develop a rapid, comprehensive understanding of the operation they now lead. Armed with these insights into what they've really gotten themselves into, the New Leader can take the right actions, in the right way, and at the right time.
• Providing the New Leader with LevelSet: Early Feedback within the first 10 weeks in the role will deepen their understanding of others' expectations for them, their role and their operation -- before it's too late to "get it."

The Credibility Paradox

Popular onboarding literature urges New Leaders to make their mark quickly, with impact, and gain credibility by generating immediate results. On the face of it, this approach resonates with many who are in the onboarding process. They want their employer to see them as an asset, and they are eager to demonstrate their value. However, this focus on high-impact behavior and early wins creates a paradoxical bind. 

If New Leaders take a narrow focus on “proving themselves” through accomplishments and outcomes, it is often at the expense of their long-term effectiveness. Then again, if they are overly cautious or wait too long to take action, they risk being seen as unproductive. In other words, it’s important that they get it “just right.”

Avoid Aggression for Aggression’s Sake

In most organizations, New Leaders put their reputation at risk when they start barreling through processes with their own agendas. Preoccupied with proving their capabilities, they often completely miss the point that understanding and showing respect for their new organizations and their colleagues (at all levels) are the keys to building credibility.

This aggressive approach makes it challenging to include others in driving performance. Behaving in a way that damages relationships and alienates others will disrupt a New Leader’s momentum. If left feeling estranged, people in the organization can sidestep and even stonewall important initiatives. Eventually, a New Leader will use up their “new kid on the block” capital, and their reputation will be locked in place – good or bad.

The Past is Not Always Prologue

Leaders are often recruited from admired organizations and hired based on notable successes in their previous position. When they assume the same results in their new organizations can be obtained by mirroring actions from their former roles, they frequently fail, and their credibility diminishes. By constantly mentioning prior accomplishments, New Leaders may intend to reassure colleagues that they are capable and experienced, but they can inadvertently come across as devaluing an organization, its protocols and its people. 

It’s a matter of fact: to thrive in a new role, leaders must take time to adapt their approach to the new organization and consider its context. Unfortunately, those involved in the selection process often forget to point out the need for such acclimation, and New Leaders are left with the mistaken assumption that they already are a good “fit.”  

Transforming Tasks into Trust

New Leaders who research the history and style of their organizations, and actively seek out input from all involved, will find the support they need to complete objectives in a manner that works for everyone. Importantly, they will be seen as considerate and approachable, building the relationships that are needed to reach goals on a more efficient timeline.

New Leaders engender trust when they direct attention away from themselves, defer to the expertise and experience of their new colleagues, and share recognition. In their Harvard Business Review article “The Quick Wins Paradox,” Mark E. Van Buren and Todd Safferstone note that leaders who share credit for achievements establish trust through that simple act, making their credibility more substantial.

So What is the “Right Way” to Learn About the Organization? 

To establish credibility, should New Leaders completely dismantle their past practices and start “from scratch” because they changed positions? Not necessarily. Those looking to rapidly gain knowledge about their new organizations can share past experiences in a way that will contribute to positive outcomes.
To find that balance consider these questions:

1.  Who are the key stakeholders to your success? How can you establish relationships and
     partnerships with them? Do your colleagues agree on the direction and priority of
     initiatives and activities? (See our blog on Relationships)
2.  Who is the most influential leader?
3.  Who might be unhappy about your appointment to this role?
4.  What hidden pitfalls and barriers might keep your team from reaching their goals?
5.  How do things get done here? (See our blog on Culture)
6.  What behavior is valued? What can get New Leaders in trouble?
7.  For specific initiatives, ask:

• What was attempted before?
• What worked? Why?
• What hasn’t worked? Why?
• Who were the strongest supporters? Why?
• Where has the initiative struggled due to lack of support?  Why?

New Leaders who push too hard (and too quickly) to make an individual, indelible mark on an organization risk irrelevance and derailment. Conversely, effective leaders understand and address the paradox of gaining credibility. They balance the need to demonstrate their worth by learning about and valuing the organization while interacting in a way that builds their reputation.

Don't Forget to Add Relationships to Your "To Do" List

New Leaders (understandably) feel pressure to perform almost immediately upon starting their new roles. What they often overlook is the impact that building relationships early in their tenure will have on their long-term success. In over 15 years of leader onboarding work, we have found that New Leader success comes down to a very simple equation:

Relationships x (Knowledge + Feedback) = New Leader Success

With effective relationships New Leaders can acquire knowledge and gain feedback that will help them course-correct or accelerate their transition. Without solid relationships New Leaders struggle. [Notice that Relationships comes first in the equation and have a multiplier effect. As in math equations, when you multiply something times zero, the outcome is zero. No relationships = no success.]

Rule #1: Don't Just Set Out to Meet People

For New Leader success you must move beyond the "Meet & Greet" to a deeper, more meaningful conversation -- about them. Don't worry about trying to make yourself understood -- instead, seek to understand the needs of your key stakeholders. Get their perspective on your operation and the extent to which it is delivering to their expectations. Ask for feedback about what your team can do to be more effective.

Importantly, see these first conversations as the beginning of ongoing dialogue and relationships. Don't just do a "drive-by" by holding only an initial meeting -- keep the momentum building by seeking them out and deepening relationships. Your admin can be invaluable here -- define a cadence of regular meetings that will help your important stakeholders understand your commitment to the relationship. By giving them "interpersonal due process" you are learning while simultaneously signaling your r
espect and desire to become a valued partner.

Rule #2: At the Beginning, the Only Thing that Matters is Where They've Been

Even if you have been hired to fix major problems, be careful to look to the past before thinking (or communicating) about the future. There is a rich history in and around your operation, and you can learn valuable lessons from it:

• What they see as their strengths.
• What they wish they could fix.
• What they have already tried.
• What works and didn't work, and why.

Importantly, once your team and colleagues feel understood, you will then be allowed to help them move forward, particularly if you don't devalue where they have been. Consider an alternative way of thinking: The world around us is demanding that we continue to evolve, and we need to identify what it requires us to do in order to be successful in the future.

Rule #3: The Only Bad Feedback is No Feedback

We all understand the importance of first impressions -- the distinction in successful onboarding is that we are not trying to dazzle people with our brilliance, but instead working to demonstrate how much we value them.

By building effective relationships, we are building a conduit for feedback -- both direct and indirect. Valued partners will:

• Define what "success mode" looks like by sharing the Dos and Don'ts of the corporate culture.
• Give you a view into how your operation is perceived. And, if you are seen to be a good listener, they will then extend the great gift of sharing feedback about your own effectiveness.
• Provide advice about navigating other relationships and meeting expectations -- both individual and collective.
• Share their observations privately, respectfully, and while there is still time to course-correct if needed.

It is a bonus if you have access to something like LevelSet: Early Feedback, where you can gain insight into the effectiveness of your transition. If that is not available to you, keep seeking information until you are reasonably certain about your own effectiveness. Without feedback, you will be driving blind.

Rule #4: Some People are More Important to You Than Others

You have been hired to implement strategy, and good strategy recognizes that we must place greater weight on certain goals and initiatives to truly drive success. Similarly, it is possible to have positive relationships with all key stakeholders while placing stronger emphasis on some more than others.

To invest your time and energy most wisely:

• Identify your top priorities.
• Create a stakeholder analysis that considers those priorities, as well as the needs and expectations of those most important to you and your operation.
• Understand where you may need support or have the greatest possibility of gaining it.
• Assign priority levels to stakeholders.
• Consider how they may feel about you and your operation.
• Make the greatest investment where it best serves your goals, remembering that those who are unhappy with you and your operation may need the most attention, at least in the short-term.

Then keep coming back to all of your stakeholders with varying frequency and involvement, depending on what you need to accomplish. Importantly, make your interactions about their success and how you can support it.

Rule #5: You Never Know When You're Meeting a Person or a Process

In many organizations, the people around us hold the keys to the kingdom because they understand how to get things done. The larger, or older, the company, the more likely that process workarounds are the norm. There may be a formal process on the books -- they key is to learn whether or not that is really how things get done.

It is very important to respect process, but it is equally important to discern whether the process in place is formal or informal, and if there's something extra you must do to get things accomplished. The "who" of process is also crucial -- if you can identify those who understand and navigate well, things will be much easier.

Recognizing that relationships will make or break your transition is an important first step in occupying your new role. By using some of the methods outlined above, you will greatly enhance the chances of your long-term success. Good luck!

OnBoarding as Risk Management

One of the paradoxes for New Leaders is that companies hire people in whom they have confidence; and because they trust their abilities, do nothing to support onboarding transitions. What they may fail to recognize is that every leader transition comes with inherent risk.

Over the years, our clients have found increasing value in treating leader onboarding as a risk management process. Some of the risks inherent in the transition are about the Leader -- such as a personal relocation, or coming from a different industry. Others are inherent in the organization and the role itself -- such as conflicting expectations for leader performance, or the presence of a rival for the role. Whatever the genesis, the risks present threats to New Leader effectiveness.

Our client research has indicated that while some risk factors may weigh more heavily than others, the sheer number of risk factors is in itself a strong predictor of longevity or derailment (and turnover). The greater the number of risks, the more problematic the transition.

So why don't Hiring Managers and their organizations do something about it? Companies may resist a risk management focus for a number of reasons:

• A lack of awareness of the risks, or the role these risk factors play in New Leader success (or failure).
• They may have obscured some of the risk during the recruiting process in order to attract the very best talent available (and do not wish to acknowledge it post-hire).
• They may have (legitimate) concerns about highlighting multiple risk factors post-hire, worrying that focusing on risk can increase anxiety and make New Leaders self-conscious in an unhelpful way.
• They may see identifying risk (and taking steps to mitigate it) as a "vote of no confidence" in the New Leader, suggesting that someone who needs transition support is "damaged goods."

At Leader OnBoarding we see best practice as identifying risks up-front, and then mitigating risk throughout an onboarding coaching engagement -- as a conscious set of acts, with use of appropriate tools, and done with the support of the Hiring Manager and HR Partner. And that starts before the New Leader's first day in role.

While there may be some risks that need to be pointed out to and worked through with the New Leader, it is important to remember to respect the New Leader's emotional state and minimize their own anxiety. Plowing headlong into repeated risk management discussions is akin to telling a golfer to "not hit your tee shot into the water hazard" (which, of course, greatly increases the likelihood of putting the ball into the water).

Our jobs as coaches and advisors to senior leadership are about helping them confidently weather the challenges they face, providing support and tools to foster faster, more effective transitions. And at the core of that process is the identification, and mitigation, of the risk factors* that threaten or slow their success.

*Please be in touch at info@leaderonboarding.com if you would like to learn more about treating leader onboarding as a risk management process.

OnBoarding and the Importance of First Impressions (Part 2) – 4 Steps to Contain and Repair Bungled Beginnings

by Stephanie Henderson

In our last blog we discussed the importance of first impressions made by New Leaders, and how others’ perceptions of them and can influence their success in the organization.

This month we continue the conversation and provide suggestions to contain and repair mistaken or negative impressions.

 

 

1. First Things First: Assess and Contain the Damage

No one who starts a role sets out to violate the cultural norms of their new organization. A New Leader may be completely oblivious to the fact that some aspect of their behavior has cast a shadow on their emerging reputation. Even if a New Leader does not suspect any problems with how others perceive them, it is wise to assess those impressions during the onboarding process. (HR Partners might also consider having a structured way to measure first impressions in their New Leader onboarding program.) A New Leader assesses how they are perceived by asking some critical questions. Topics should include:

•  What do others expect the New Leader to be doing, right from the start? 
•  What should the New Leader accomplish now and in the future?
•  What do others think about:

            –  Their own interaction with the New Leader?
            –  The performance of the New Leader’s team?
            –  How the New Leader approached a challenging situation?

•  What is the real way “things get done,” in the context of the organizational culture? 

Another way to understand the impressions being formed is to conduct a multi-rater survey, which can create the starting point for deeper conversations about actions, intentions, and resulting perceptions. LevelSet: Early Feedback is a recommended tool designed to capture a New Leader’s early impact on others. Multi-rater surveys not only provide important data, but they also serve as a safe, anonymous platform for key others to openly share their views of the New Leader. Conversations initiated from results of these surveys can help clear up misconceptions and get others’ impressions back on the right track.

We often find that by the time an organization provides this critical feedback, it is too late for the New Leader to course-correct. Creating a knowledge base about the Leader’s early impact will increase their chances for overall success.

2. Make Repairs and Keep Communication Open

Addressing missteps, misperceptions and misunderstandings head-on is necessary to positively shape a New Leader’s reputation and promote their effectiveness, performance and longevity. To do this, the New Leader must become transparent and remain open to feedback.

•  Acknowledge the presence of a problem or challenge. 
•  Share the plan to address it (work with an HR Partner if necessary).
•  Invite ongoing, spontaneous feedback about progress and other related challenges.

 

3. Focus on Building Relationships

While the New Leader’s role may require influencing the organization’s direction, they will falter without foundational relationship work. A New Leader can demonstrate positive intent by building effective relationships across the organization. Even if early experiences did not go as hoped, the act of getting to know colleagues provides a foundation for communicating a desire to honor the culture and its inhabitants. This can bridge the gap between the missteps that observers have encountered and the true intentions of the Leader (who was rightly selected for the role). Relationships also help New Leaders engage in rapid learning about practices and history, and they can develop a deeper understanding of their operation and different stakeholder groups.

It’s important to note here that those working with (and for) the New Leader are also concerned about how they are viewed during this time of transition. As Diane Downey states in her book, Assimilating New Leaders: The Key to Executive Retention, “The new leader needs to understand that she is not the only one managing impressions. Others are just as conscious of managing the new leader’s impressions of them as the new leader is managing their impressions of her.” With this in mind, New Leaders should anticipate that they might also need to pardon any initial negative experiences they have had. Relationships are a two-way street.

4. Align Expectations Throughout the Organization

When new to an organization, Leaders (and employees, in general) often discover that their various colleagues and stakeholder groups hold different expectations for them and their role. These perspectives and goals can come into direct conflict, which creates an uncomfortable paradox for the New Leader. In this scenario, they must learn to work through the appropriate channels, while honoring organizational politics and cultural norms. If New Leaders approach these situations correctly, they can begin to align the various expectations. This role definition/clarity ultimately helps New Leaders manage their reputations across groups.

The actions listed above should not be viewed as one-time events. The New Leader must consistently work to understand the perceptions and align expectations of others. Seeking feedback demonstrates their willingness to value and understand their new colleagues and operation. Consistency, communication and intentional actions create trust and validate the Leader’s commitment. Indeed, first impressions are powerful, and if managed correctly they can be used to gain leverage in a New Leader’s role. A broader power base increases the New Leader’s ability to contribute to the long-term success of the organization. Utilizing tools, communicating, building relationships, and aligning expectations will aid New Leaders in recovering from a blundered beginning.

OnBoarding and the Importance of First Impressions – Part 1

By Stephanie Henderson

We’ve all received the same advice at some point in our life. Whether it’s an audition for a play, a blind date, or a job interview, we have heard: “First impressions are the most important – so get it right.” And from our experience with clients, it holds true that how key others perceive a New Leader early in their tenure can (regardless of the Leader's strengths and capabilities) predict their eventual success and longevity.

 

First Impressions Often Trump Later Interactions

Early impressions can be tricky. While we’d like to think we’re objective judges of people and situations, *recent research indicates that the human brain spontaneously translates one’s first experiences into more lasting impressions with minimal effort. Our brain also weights early encounters more heavily than later interactions, and these primary observations then build the framework for future perceptions. Once first impressions are generated, we tend to exhibit a self-confirming bias, connecting later experiences with things we already know or believe to be true (sometimes ignoring new information that contradicts our initial assumptions). This natural tendency to observe individuals through a filter can paint a skewed portrait of a New Leader’s true abilities. That distorted perspective will have a lasting impact on the New Leader’s influence, their operation’s success, and career viability within that organization.

We often find that New Leaders have a limited awareness of the negatively biased or incorrect viewpoints others hold until it is almost too late to course-correct. From this we conclude that it is critical for New Leaders to understand how others in the organization perceive them, and recognize the potential impact of the lasting impressions that have been formed.

 

Gauging Impact is Critical to New Leader Success

It is safe to say that most – if not all – New Leaders want to make a good impression. But often, they may not understand the importance of assessing their own impact. Here are three ways a New Leader can get needed insight into the perceptions their behavior has generated.

1. Build relationships and establish networks. To gain accurate feedback about the first impressions they create, New Leaders need to hear from colleagues, Hiring Managers and their team members. Forming relationships to foster open discussions can take time, but it is an important New Leader investment for a number of reasons. If undertaken correctly, New Leaders can initiate positive conversations to gain insight into their early impact, and how others view them. From there they can work to get back on track, if needed.

2. Understand the timing of the organization’s expectations for onboarding. While most New Leaders experience a grace period that allows time to learn about their new organization and the latitude to make mistakes, this phase is relatively short. We call this stage of onboarding the “window of judgment,” as it is typical for others to have fairly indelible first impressions of New Leader effectiveness in their first 2-4 months. (Interestingly, as recently as 10 years ago, our clients afforded New Leaders 4-6 months of this deferred judgment of performance.)

Another point to take into consideration is the notion that this grace period usually holds true only for Leaders new to an organization. Those placed in a role from elsewhere within the company are often expected to “hit the ground running,” and not provided adequate time to understand their new environment, team and customers. If the expectations for their full performance exist before the internally-moved New Leader has learned needed information, it becomes far trickier to ask questions and gain knowledge from others. It is key for those New Leaders (and their employer) to recognize that others may expect deliverables before they have the capacity to produce the desired results.

3. Take time to learn about the culture and organization. Understanding the culture will provide insight into overall expectations for a New Leader’s performance. To be fair, it does take a certain amount of time for a New Leader to understand an organization’s culture and norms. But fair or not, if a New Leader does not adhere to an organization’s unique standards and etiquette, they can unknowingly undermine their own credibility and lose needed support. This scenario sets the stage for possible missteps that can lead to others’ negative judgments or their own compromised results. New Leaders should ask trusted colleagues to help them navigate the culture, and harvest any advice for effectively meeting expectations. Measurement tools like Culture Snapshot or LevelSet: Early Feedback can deliver unique insights early enough to stay on the right track, accelerate the Leader’s transition and increase effectiveness, overall.


When it comes to unbiased first impressions, it may seem like the deck is stacked against a New Leader – whether hired from outside or promoted from within an organization. But in the midst of this, there is good news. It is possible for New Leaders to manage their own behavior effectively, become aware of the impressions being formed, and take action to correct misperceptions/mistakes and enhance their reputation. If you are a New Leader (or a Hiring Manager or HR Partner supporting a New Leader), be reassured that it’s not too late. In our next blog we will look at some practical ways New Leaders can repair negative or mistaken impressions, and reset others’ expectations. 

_________________
* Stress Strengthens Memory of First Impressions of Others' Positive Personality Traits
Johanna Lass-Hennemann, Linn K. Kuehl, André Schulz, Melly S. Oitzl, Hartmut Schachinger  

J vs. P: How Does Your MBTI Profile Influence Your Transition?

This is the final entry of our MBTI 5-part series. So far we have examined how preferences and behaviors associated with dimensions of Extraversion/Introversion, Sensor/Intuitor, and Thinker/Feeler impact New Leader transitions. This month we will conclude with a discussion of how Judger/Perceiver behaviors can influence a New Leader’s onboarding experience, and how to manage the risks associated with each approach.

Judger/Perceiver (J/P):

The Judger/Perceiver dimension is about how one relates to time – ranging from planning to goal execution. This is an important dimension to consider because every organization (and workgroup) has different cultural norms about timeliness, planning and execution.

Judgers tend to be proactive about planning, and build structure around their deliverables to ensure their work is delivered in a timely and orderly fashion. They are also more likely to arrive at meetings early (or on time). Perceivers are inclined to leave their options open, not becoming too locked into one path to an outcome; and they are better able to adapt to unexpected circumstances.

Sizing Up the Operation

 

New Leaders stepping into (or advancing up to) a new role usually start sizing up their new organization during the interview process (see E vs. I blog). Judgers and Perceivers may require different lengths of time to understand the operation, and they will likely react in different ways to what they observe.

When studying an organization’s operations, Judgers might not allow enough ramp-up/learning time. They will likely generate an understanding of their new situation rather quickly. As a New Leader, the Judger often wants to know precisely how things run and what the future holds. They may believe that questions need immediate answers, and will seek fast access to related details. Even before they take the helm, Judgers are often setting goals and defining the steps they will take to meet their objectives.

Perceivers are not as likely to pigeonhole any particular situation or person. They will probably devote more time learning about the many facets of their new operation, and not jump to conclusions. For Perceivers, the future is open. If they cannot understand every aspect of the operation right away, they believe that answers to their questions will come, with time. While many Perceivers may take 2-3 months to size up the organization, in contrast, some Judgers might think they need only 1-2 weeks (if that).

Managing Performance

Once they understand their new operation, New Leaders are in a position to take action -- why else would they be there? Managing daily performance will likely differ between Judgers and Perceivers.

Judgers have an urgency to gain closure and may quickly jump into the fray. They might generate a strategy and have goals in place even before their nameplate is ordered. Judgers tend to find comfort in creating order, defining steps, and holding themselves and others accountable in follow-through. You won’t catch Judgers or their teams racing to meet a deadline. They are decisive, deliberate, and if they anticipate any potential changes they will plan accordingly. Conversely, when unexpected changes occur, Judgers might struggle to adjust, and could be viewed as not having considered enough possibilities before taking action.

Perceivers are more likely to cast a broad net in their aspirations for the operation – to see what is possible. They enjoy the freedom to carve their own path and “go with the flow,” and may create a work environment that fosters this approach. Those with this preference tend to take risks by “thinking outside the box,” which can be essential to the organization’s success. Perceivers are comfortable in more ambiguous settings where ample time allows them to consider their next step, and they can adapt to changes without much concern. But this can negatively impact the team’s ability to deliver in a timely way (and frustrate those who prefer a structured, well-communicated approach).

Advice for J and P Leaders

Both Judgers and Perceivers are an asset to any organization. The key for both types of New Leaders is to understand what the organization values, apply strengths and have strategies for overcoming challenges.

Judgers naturally strategize, recognize the organization’s direction and advance in a systematic way. However, it is often the case that tested methods are not the best choice – new challenges may require new solutions. Increasing your flexibility while retaining your goal-setting skills can make you a balanced and appreciated New Leader. With this in mind Judgers should:

• Anticipate that in every kind of role, curve balls will be thrown at you and your operation.
• Recognize that structure and planning are important, but too much of both can stifle progress.
• Give others in your organization time to catch up to you, and respect their need for freedom to think creatively and respond flexibly.
• Realize that becoming agile will require some letting go of the original plan.

On the other end of the spectrum, Perceivers should understand that their agility and strength in risk-taking also greatly benefits the organization. And making an effort to balance your broadband thinking with a more-structured approach will make your risk-taking side look intentional, instead of just lucky. To get there we suggest that Perceivers:

• Know that goals will need to be set, and deadlines must be met.
• Realize that those around you will require clarity on your direction.
• Read the signals -- if work is piling up, it is time to approach your work differently.
• Demonstrate accountability for yourself and others.

We hope you have enjoyed this 5-part series on the MBTI dimensions. Understanding your preferences and how those relate to your onboarding experience can smooth your entry into a new role and work environment. If you have any questions about how your MBTI preferences can impact your effectiveness as a New Leader, contact us at info@leaderonboarding.com or visit our website: www.leaderonboarding.com.

T vs. F: How Does Your MBTI Profile Influence Your Transition?

This is the fourth segment in our 5-part onboarding and MBTI blog series. Last month we looked at the Sensor/Intuitor dimension. This month we will focus on the Thinking/Feeling dimension and how these two preferences lead organizational change and develop relationships with Peers.

Thinker/Feeler (T/F):

The T vs. F dimension is related to how we make decisions. Thinkers use logic and they value consistency when facing a decision. Feelers can come across as more empathetic, and encourage situational fairness in the decision-making process.

Leading Organizational Change

Often New Leaders may step into a role confronted with a directive from their Hiring Managers to initiate changes. And when faced with this expectation, Thinkers and Feelers are likely to react to this situation differently.

Thinkers are apt to lean toward logic in this arena. They may see an obvious problem in the organization and believe that it should be repaired immediately. As goal-oriented individuals, Thinkers will analyze the facts, look at data and draw their own conclusions. Once a decision is made by the leader, the next step is most often implementation. This linear way of operating usually produces faster action while implementing change.

Feelers tend to consider the history and culture of an organization and the impact of the decision on its members when they see areas that need restructuring. Using a democratic approach, Feelers will seek input from those impacted by any alterations, and demonstrate that they value these contributions. Even if it takes more time to act, Feelers believe this step of interpersonal due process is important.

 

 

Connecting with Peers

Developing relationships with Peers is essential to onboarding success. Often it’s the colleagues on equal footing that will fill you in on the culture, tell you what has worked (and hasn’t) in the past, and explain how things are done and why.

Thinkers, tending to be logical and objective, are often straightforward in their communication styles. They are likely articulate and clear. However, Thinkers might unknowingly plow through discussions, or skip the bonding “water cooler” conversations. Thinkers can also come across as rigid (especially to Feelers in the group), and their perceived lack of flexibility can create a divide.

Feelers are often more people oriented, and may even be viewed as more “likeable” than Thinkers. Their ability to empathize can put most people at ease and break down barriers to communication. However, if pushed to the limit, Feelers can have an emotional reaction to internal conflict and be viewed as unprofessional or weak (especially to the Thinkers in the organization).

Advice for T and F Leaders

The behavior associated with preferences of both Thinkers and Feelers can add value to any organization. But if one is sitting too close to either end of the spectrum, trouble may ensue. When it comes to leading change, Thinkers and Feelers have a responsibility to examine what is best for the organization. Is it more important to fix an existing problem now? Or, is it best to gather input from various levels to avoid alienating your Peers and Direct Reports? Should we use strict rules of thumb in decision-making, or does each area impacted by the decision need to be considered separately?

Thinkers risk their support for being a change agent when they try to pluck the “low hanging fruit.” If you are in this position, remember that there is a reason this obvious problem perpetuates. The culture may support its existence, and a specific leader might even be responsible for the problem. Solicit others for feedback regarding the changes you want to make -- even the seemingly easy modifications. Encouraging involvement from your colleagues will also build the relationships you need to foster.

Feelers can help others gain a sense of importance (and stake in the decision) by asking for input. But how far can this democracy go? Usually it is the right move to solicit feedback (especially as a New Leader learning the culture), but at what cost? Keep in mind that timing should also be considered when implementing change. Create some emotional distance when a choice needs to be made quickly. Otherwise missed opportunities may create turmoil in your onboarding process. And learning to separate emotions from decisions (if done in a balanced way) can increase your credibility among Peers.

Knowing when and how to face change in a new role is no easy task. It takes effort and understanding for both Thinkers and Feelers. And interactions between Thinker and Feeler colleagues can be smoothed out by understanding your own preference and recognizing that you may be working with someone who views decision-making and relationships in a different way.

If you have questions about how the T vs. F dimension could impact your onboarding process, contact us at info@leaderonboarding.com. Next month our series concludes with the Judging/Perceiving dimension.