S vs. N: How Does Your MBTI Preference Influence Your Transition?

We continue our series on MBTI preferences, and how these aspects of a New Leader’s personality impact their onboarding experience. Last month we looked at the Extraversion/Introversion dimension, and how important it is to understand the impact of communication style on leader transition. For this post, we look at the Sensor/Intuitor dimension, and how these preferences influence the effectiveness of a New Leader’s introduction to the organizational culture and their team.

Sensor/Intuitor (S/N):

The S vs. N dimension indicates how one identifies, interprets and relates to data, which in turn can influence transition behavior. Sensors tend to be detail-oriented and linear, valuing facts and historical precedents. Intuitors are more likely to interact with data in a less-structured way, often thinking about the future more creatively and on a generalized or large scale.

You have probably heard the saying “Can’t see the forest for the trees,” which is particularly relevant to the S vs. N dimension. Sensors may have a tendency to see individual trees, examine the bark on their trunks and study their height and symmetry. On the other hand, Intitutors would tend to see, well, a forest.

Understanding the Culture

New Leaders entering a role must place value on, and set aside time to understand, the organization’s culture. Not doing so could lead to derailment.

Sensors tend to look at the hard facts; and culture is difficult to quantify or make concrete. Cultures often have nuances, including unwritten rules. Because of these characteristics, a Sensor might miss the mark on understanding their new environment (or even the importance of grasping the culture). Intuitors often are able get a better feel for a culture, and can read into the nuances and unspoken rules. Unfortunately, this big-picture approach may cause them to miss important operational details that are considered central to organizational culture and performance.

Leading the Team

Sensors and Intuitors probably have different approaches to leading a team. Because they place high value on data and details, Sensors can inadvertently signal mistrust by asking a greater number of questions, or getting too closely involved with parts of the operation normally entrusted to others (Direct Reports are most often impacted this way). Conversely, Sensors can also provide specific information and directions to their Direct Reports – guidance that can create focus and role clarity.

On the other side of the spectrum, Intuitors might distance themselves too much from specifics, and miss opportunities to understand data. They may be more likely to provide vague or confusing directions. However, Intuitors usually have the ability to generate original ideas and strategies, see the big picture, and communicate their vision to others.

 Advice for S and N Leaders

If you are new to your role, consider which side of the S/N fence you lean on. Look at how you interact not just with data, but with colleagues and Direct Reports. Are you missing important details? Or are you digging into aspects of the operation that are normally managed by others?

Sensors, be sure to communicate why you need to be so deeply involved. It is best to inform Direct Reports that as part of your learning process you need to ask many questions, often about precedents, policies and procedures that may be out of your purview. Communicate that you will be sizing up the fine points of their work at the beginning of your role, so that you can get to know the responsibilities of each team member better. And then promise to back away as you confirm that everything is operating as it should be. Do provide the caveat that you may dive back into the details if you have later concerns, and that they should reach out to clarify what those issues might be if they see this behavior from you. Remember to follow through on that agreement, even though you may be tempted at times to do deep dives to satisfy your curiosity.

Intuitors are likely to be more distant from the details, and often don’t scrutinize the work of their team members as closely. Because of this, Intuitors could be viewed by some (particularly strong Sensors) as unprepared or incompetent. To demonstrate your ability to support success, make time to specifically understand and communicate about organizational metrics. Learn the company acronyms, memorize names, and study precedents, policies and processes related to your area.

With any act of balancing there can be discomfort of some form. Going against the grain of your natural inclinations can take some effort. And Sensors/Intuitors need to be aware of the impact that their natural preferences have upon their work, the people around them, and their ultimate success. Honor your preference, but also realize that in a leadership role you will need to counterbalance any extreme ways of thinking and behaving.

If you have questions about how the S vs. N dimension may impact your (or your New Leader’s) onboarding process, contact us at info@leaderonboarding.com. Next month our series continues with a conversation on how we make decisions – the Thinking/Feeling dimension.

E vs. I: How Does Your MBTI Preference Influence Your Transition?

Last month, we started a conversation about the implications of style/preference for Leaders transitioning into new roles. In that post, we explored some of the paradoxes faced during New Leader onboarding. And in the next four posts, we will explore the impact of the 4 primary dimensions measured by the Myers-Briggs Type Indicator (MBTI).

This month, we are considering the Extraversion/Introversion dimension, and will correlate that with how New Leaders can apply this information to their onboarding process.

 

 

Extraversion/Introversion (E/I):

This dimension indicates the primary source of energy (and thus orientation) of individuals. Extraverts draw sustenance from people and interactions, while Introverts are more likely to feel refreshed and energetic after time spent alone. As you might imagine, New Leader transition can be a time of high people interaction, so it may be helpful to optimize onboarding effectiveness through self-awareness. (Important to note: the E/I dimension does not measure shyness – that is an inherent trait that can apply to both Introverts and Extraverts).

The Interview Process (It All Starts Here)

Candidates may look identical on paper, with very similar skill sets and historical work experience. Hiring Managers need to understand what lies beyond the résumé, as the selection-process interviews usually determine which candidate is hired. As we know, the first impression created during a job interview can have great bearing on whether or not an offer is forthcoming. In this area, there are distinct advantages to being an Extravert or an Introvert. And the ideal candidate may be someone who manages to offer the best of both ends of the E/I dimension: a warm, approachable person with excellent listening skills.

Life Inside the Role: Switching Gears to Post-hire

Once hired, both Extraverts and Introverts benefit by adopting behaviors that are included the range of possibilities for this dimension. New colleagues want to feel liked, understood and respected. They want New Leaders to value practices and precedents. Naturally, that involves listening, but it also requires enough approachability for the New Leader’s Peers and Direct Reports to let down their guard and share potentially negative information. The key is to interact in a way that inspires trust and connectedness.

Advice for Both E and I Leaders: Your'e Right for the Role -- Relax

 

First of all, be honest with yourself -- about who you are, and where you are more comfortable when it comes to communicating and relationship-building. No one has the “right” preference for the role or for effective onboarding. Find the balance between leveraging your strengths and focusing on areas where you need to actively compensate for your preferred approach.

Introverts might need to make a conscious effort to demonstrate warmth by adding a personal tone in their conversations. On the other hand, Extraverts should remember to slow down, listen carefully, and learn from their new colleagues and Direct Reports. Introverts become more effective when they remember to express their thoughts more frequently, while Extraverts may benefit from taking an active-listening approach. For instance, Extraverts (who are known as “external processors” and tend to think out loud) can signal they are listening by taking notes during conversations.

This high-level view of the challenges faced by Extraverts and Introverts in new roles certainly carries many more nuanced details than the information contained here. And it is definitely worth the consideration of any Leader starting a new role.

If you have questions about how these preferences may impact your (or you New Leader’s) onboarding process, contact us at info@leaderonboarding.com.

Check back to this site next month for a discussion about how New Leaders can most effectively gather and process information about their new operation (the Senser vs. Intuitor dimension).

New Leaders: How Does Your MBTI Profile Influence Your Transition?

If you are a New Leader, it is important to take a step back and study the organization you are entering (and the people in it). Unfortunately – for a variety of reasons – some New Leaders dive headlong into a role without thinking about the impact their actions may have on others. Oblivious New Leaders do so at their own peril, and they fail to meet the needs and expectations of key individuals around them.

The results: angry and resentful colleagues, neglected Direct Reports, and a Hiring Manager who wonders if the right decision was made. Not a great way to start. Damaged relationships can ultimately lead to your undoing, and it will reinforce the idea that somehow you weren't the right “fit” for the organization.

From Self-Awareness to Success

There is a better way to navigate the onboarding process than the white-knuckle approach. New Leaders must develop self-awareness about their own leadership style and address the needs of others in the organization. There are a variety of tools designed to foster self understanding. Our favorite is the Myers-Briggs Type Indicator (MBTI). The MBTI is an established self assessment that is widely used, non-clinical, straightforward and the results are easy to interpret. It provides a quick view into how people perceive the world and make decisions (which ultimately directs one’s behavior).

New Leaders who use the MBTI assessment tool should keep in mind that the results are indeed your own preferences, and not necessarily the “right” way of seeing and doing things.

There are 4 areas that the MBTI utilizes to find your preferences:

1. Source of Energy – are you motivated more through interactions with others, or recharged by solitude?
2. Data Processing – are you more interested in numbers and sequential processing, or are you likely to cast a broader net, seeking variety of information (external inputs, qualitative information, etc.)?
3. Decision Making – do you have steadfast rules of thumb to maintain consistency, or are you more concerned about the impact your decisions may have on others?
4. Planning and Implementation – are you structured and time-bound in planning, or do you embrace a more spontaneous and flexible approach?

MBTI and Your Role

At this point, you may be asking, “What does any of this have to do with my transition as a New Leader?” The answer is simple. By applying what you discover about your preferences (and behavior) you can increase your chance of onboarding success. Take into account how each of the 4 dimensions play out in the actions and expectations of your new colleagues (and the broader organizational culture). And, most importantly, be sure to recognize the risks of rigidly holding to your own preferences. Pick your “battles” wisely, as often you will do better to adapt instead of asserting what you think is best. We often tell our clients that as a New Leader you don’t have be a perfect stylistic match – the key to success is knowing where to adjust your behavior and learning to relate to others in a positive, productive way.

In our next 4 blog posts, we will explore how personality styles impact Leader transitions by identifying the risk factors inherent for each of the 4 MBTI dimensions. Check back next month for winning strategies that will help you balance your leadership style with the needs and expectations of others.

Rivals Part 2: Bringing Them into The Fold

Last month we identified 5 different kinds of rivals, and we discussed the potential negative impact that they can have on Newly-placed Leaders. A rival is usually someone who was not a viable candidate for the role, but for some reason is unhappy with the presence of the New Leader.

This month we’ll discuss some tools to help neutralize the threat of rivals by bringing them into the fold.


1. The Interim Leader – a person who has served in the New Leader’s role as a fill-in for some period of time. This often is someone who was never formally considered for the role – and may have been told so. But that didn't stop them from wanting the position, or seeing their interim appointment as an “audition.”

Key actions to take with an Interim Leader as you come into your new role:

• Demonstrate respect for what they have accomplished.
• Learn from them by asking questions and truly listening.
• Balance their perspective with other things you are learning. And keep your opinions to yourself – at least for a month or two.
• Talk with the Interim Leader about their career and aspirations.
• If they aspire to hold the role you have (and you believe they hold the potential to be successful), support their readiness for promotion.

2. The Upstart – often a younger, ambitious leader who has been dubbed a high-potential by the organization. The main issue with these leaders is that they overestimate their capabilities, and lack the wisdom that comes with experience.

To corral the Upstart:

• First, spend time with your HR Partner to understand the company’s Talent Management process. Learn which skills and behaviors caused this leader to be identified as a high-potential.
• Then meet with the Upstart to learn about their past contributions and future goals. Ask about feedback they have received, investments they have made in their own growth, and discuss where gaps still exist. Direct their energy on closing those breeches to show your support of their career objectives.
• Consider involving them in special projects that can absorb some of their excess capacity. 
• Follow up, stay connected, and provide balanced feedback that recognizes accomplishments and encourages them to continue building skills.

3. The Technical Expert – this is an individual who has a deeper experience than the New Leader in technologies that are valued by the organization. This rival will most likely surface in high-level technical areas, such as IT or R&D.

To deal successfully with the Technical Expert:

• Get grounded in the skill profiles used by your organization’s Talent Management process. Do a self-evaluation, and be frank with yourself about your strengths and weaknesses. Get feedback from key stakeholders, and strive to increase your aptitude from day one.
• Recognize that the Technical Expert sees technical proficiency as being of the most important aspect of the role. Find ways to acknowledge their capabilities, and to be sure they are challenged enough in their current role. 
• Create an understanding that although a top leadership role in a technical function may require specific skills as the “price of admission,” there are other kinds of strengths – such as strategy development and leadership – that are key. Reinforce that anyone who wants to advance their career needs to expand their skill set to these broader areas. (And they will develop most quickly if they get multi-rater feedback and make a sustained effort in self-enhancement).

4. The Feedback Deprived – is found in “nice” companies. Well-intended colleagues may hold back corrective feedback out of a desire to preserve relationships. But there really is nothing nice about failing to share information needed for success – and it borders on disrespectful. (See our blog: The Importance of Feedback.)

To help the Feedback Deprived team member(s):

• Form your own opinions about each team member – and resist the attempts of others to brief you (unless you consult with someone who is in a formal performance-management process).
• Ask each team member to brief you on their work and accomplishments. Encourage them to share a portfolio of their best work. Ask them about their strengths, weaknesses, and goals.
• Seek input from HR and other colleagues about the effectiveness of each team member, and remain personally detached while gathering the information.
• Evaluate how your Direct Reports’ goals line up with what you see and hear about their effectiveness.
• Where significant gaps exist, identify the best strategy for broaching them with the leader. Multi-rater feedback can be helpful, as can books like Leadership and Self-Deception (published by The Arbinger Institute). 
• Most importantly, deliver your observations with respect and patience. It can be embarrassing to gain feedback that has been long-withheld. But in the long run it is what’s best for that person.

5. The Culture Keeper – if you have been hired to be a change agent, you should anticipate that someone around you will say, “That’s not the way we do things around here.”

To successfully interact with a Culture Keeper:

• Recognize that they are communicating organizational norms to you – and this is valuable information for your success.
• Don’t dismiss them or their comments. Rarely is a New Leader hired to do a complete overhaul of an operation. And even a turnaround requires successful navigation of the existing organizational culture.
• Remember that when people object to change, they are usually concerned about their own ability to continue delivering results using new processes or methods. So respect their desire to perform, and work together to find ways to preserve their ability to drive results.
• Avoid using the phrase: “When I worked at _________ company, we did __________,” in your first couple of months in the role. This common mistake made by New Leaders signifies a lack of respect for the operation. Culture Keepers are quick to react to these comments, and are probably expressing opinions also held by others.
• Focus on your own change leadership. There are some great resources, such as Switch: How to Change When Change Is Hard (by Chip and Dan Heath). 
• Enlist the Culture Keeper as a key advisor in your change initiatives, and keep the lines of communication open.

The common denominators in the strategies suggested above are the importance of listening, learning and communicating effectively when you start a new role. Doing so will help you bring rivals into the fold, and have broader, enduring benefits as well.

Identifying Your Rival(s): It's Not Who You Think It is ...

Rivals are Everywhere -- Be Aware

Whether you’re being brought in from the outside or elevated into a new role, there’s a good chance you will work with someone who wanted your job. There may be people in the organization that were interviewed, had been asked to interview and opted not to, or were not asked to at all. And they think they're more qualified for the role than you are -- or at least resent you for being there. Their perception may not be based on logic, and it’s crucial to be aware of the dynamics of rivalry. It is important to understand what has happened, and how they feel about it, so that you can build effective working partnerships.

Rivals are important to your success in many ways. They understand the culture, other leaders, and “where the bodies are buried.” They have key historical, functional, and technical knowledge. Failure to bring rivals into the fold can result in missteps and missed opportunities, as well as incomplete or fragmented team formation. Strained relationships can lead to increased misunderstanding and misattribution of motive, and block essential communication. If your rival held an interim role in your position during the search for a permanent leader, the challenges may be compounded.

The Costs of Rivalry

While some think of rivalries as a normal part of office politics, they can be corrosive. Some of the costs include:

• Workplace warfare -- whether open or veiled -- is destructive in untold ways
• Failed initiatives
• Derailed Leaders -- if not attended to properly, rivals can unseat New Leaders
• Undermined trust
• Lack, or distortion, of communication (and insufficient knowledge transfer)
• Decreased team morale/engagement and overall effectiveness
• Reduced risk-taking and innovation
• Lost potential for collaboration

Rivalry Redefined

When asked to identify potential rivals for Newly-placed Leaders, Hiring Managers and HR Partners frequently say, “There are none -- no one else was qualified for this role.” With some gentle probing, they soon recognize that there may be several rivals in place. It is then that they see the need to expand their definition to accurately assess New Leaders’ risks associated with the presence of rivals.

In our work, we define a rival as “anyone who may be unhappy to have this New Leader in this role.” While logic may suggest that there were no viable rivals that met the requirements of the position, it is the emotional state of the would-be rivals that must not be ignored. 

Rivalry Has Many Faces 

There are very few rivals who announce themselves to New Leaders by publicly sending a “shot across the bow.” Though they may be unhappy with the presence of the New Leader, they also understand that being overtly hostile can be personally and professionally risky. 

In fact, it's often not what the rival does, but what they don’t do, that becomes problematic for New Leaders. And it can be a challenge to proactively recognize the presence of potential rivals. They may take many forms, but most fit into 5 categories:

1. The Interim Leader – if someone has been capable of “holding down the fort” while a search for the New Leader takes place, how could they not harbor negative feelings about being looked over for the permanent role?
2. The Upstart – organizations often make the mistake of publicly dubbing leaders as high-potential when they are, in fact, not ready for promotion. They may have natural leadership ability, but it takes experience and maturity (that they lack) to become properly prepared for high-level leadership roles.
3. The Technical Expert – it is common for technical experts to compare their own technical ability with that of a New Leader, and ignore the other skills required for success in the role. Failure to address their misconceptions means that New Leaders can have rivals lying in wait – from the moment their hire is announced or their bio becomes public.
4. The Feedback Deprived – unfortunately, in “nice” companies people can spend most of their career cut off from needed feedback. This self-awareness void can cause them to be out of touch with their own capability levels, and impact on others. These disconnects may land them in the would-be rival role. They often see themselves far more positively than others do, and have the potential to be hurt by their exclusion from consideration
   for the role.
5. The Culture Keeper – this is the person who understands the history and why the operation engages in certain practices. Many organizations respond to organizational challenges by hiring New Leaders to serve as change agents. If change-agency, or the transition itself, is mishandled, it can naturally cast some team members in the role of “culture keeper.” Well-intentioned but obtuse change efforts cause culture keepers to oppose those misguided New Leaders. And those New Leaders may need the support of those culture-keepers to gain credibility or become successful. 

In order to engage in a successful transition, every New Leader must identify and address the inherent challenges associated with workplace rivalries. Check back here next month, when we will explore New Leader strategies for heading off unproductive behavior and bringing various rivals into the fold.

Your New Team: Sizing Up, Investing In, or Trading Out

When New Leaders enter an organization, or advance by way of internal promotion, they often inherit a team to lead. Undoubtedly, stepping in as the New Leader can create a wave of concern – and even fear – among direct reports. Let’s face it, in the current business climate, it’s not unusual to see a new CEO or VP “clean house” and start over with a hand-picked team (often people already known to the New Leader). But is this personnel chess game really the best course of action?

While navigating through the onboarding process, New Leaders may need to address concerns about their assigned teams. Three typical approaches are:

1. The wait-and-see method – studying how team members react to the New Leader's direction.
2. Active involvement – connecting with team members, asking them about the organization, their internal partners, career aspirations and their opinions of current operations.
3. The trade-out approach – rapidly replacing most or all of the individuals on the team.

Sizing Up: Know Your Team Before Making Any Moves

So, which tactic is most effective? To answer this, New Leaders must make a conscientious effort to accurately size up their teams. With our clients we promote the active-involvement approach, and suggest these 9 steps:

1. Communicate that they have been hired to maintain operations and generate results.
2. Paint a powerful picture of the future that doesn't denigrate past efforts.
3. Reassure team members that they are all invited to be part of the future, and invite them for the journey.
4. Determine the capability and capacity of team members individually, and as a whole.
5. Match up the organizational needs with what is available on the team – analyze strengths and gaps.
6. Research the organization’s culture and its existing expectations about developing or replacing team members.
7. Get advice from trusted colleagues (but avoid acting solely on another’s perceptions).
8. Determine the financial and operational impact of keeping or changing the team.
9. Gain support for decisions made about the team.

If told by others that their team is low-performing, New Leaders can be tempted to choose the trade-out approach. An organization may even “suggest” such a move, and request that it be done quickly. However, without examining these situations closely, the results can be costly -- on both financial and personal levels. New Leaders confronted with this dilemma should consider the following questions:

• Why is the team perceived as low-performing?
• Does the organizational structure support effective performance?
• Does the team have access to the needed tools, knowledge, feedback, and training?
• Has the team experienced multiple leadership changes (or even long gaps without a leader) over a significant period of time?
• Have their prior leaders explained and clarified performance expectations?
• Are there any documented issues related to individual or team integrity?

Investing In: Is it a Risk or Reward?

Taking time to answer the above questions can help New Leaders determine if performance issues emanate from the members of the team themselves, or if factors outside of their influence are the root cause of low performance. If it is the latter, then replacing the team will not improve effectiveness. In fact, the time and knowledge lost are likely to cost far more than the benefits offered by trade-outs. Knowing this, New Leaders can then focus on the best path for results – altering the structure and context in which they work.

Once New Leaders decide to invest in their current teams, they can start by creating or strengthening alignment. They also need to believe that they can make a significant positive impact on their existing teams’ performance, and identify behaviors that will lead to needed improvements. New Leaders can advocate for needed resources, define the work, distribute tasks in ways that make sense, and demonstrate that they value the team’s performance.

When New Leaders define the context for their teams' goals and explain expectations, they can work together more fluidly. New Leaders who foster a climate of transparency and open communication are better-equipped to build unity. Such cohesion is only possible through dialogue; and this process may require addressing and resolving past or present conflict.

Trading Out: When is it Necessary?

A new atmosphere of clarity and alignment is likely to expose poor performance by team members who are not on track with agreed-upon goals. These are often the people who display rigid resistance to needed changes. They may state how things “should” operate, or “how we used to do things around here,” not realizing that those methods may have been unproductive. These inflexible members of the team may (knowingly or inadvertently) hinder progress. Certainly, some do come around. But once New Leaders offer a fair number of attempts to gain team member buy-in and receive only opposition, a trade-out may need to be considered.

Removing someone from the team doesn't always require that this team member also leave the organization. It does mean, however, that this member has skills or behaviors that no longer synchronize with the needs of the team. Successful New Leaders help these team members see this misalignment for themselves, and then support them in finding other suitable opportunities, whether internal or external.

It Comes Down to Effort

Addressing a team’s viability is just one aspect in the multi-faceted onboarding process. How the New Leader approaches decisions about an inherited team can lead to either early success or delayed disaster. New Leaders should use caution when Hiring Managers disclose with them that the team "must go." Taking the active-involvement approach by evaluating, interacting and understanding the people (and the organization) will make a positive impact, strengthen the team, save valuable time and prevent disruption.

The Importance of Feedback - Early and Ongoing

The Window of Judgment Slams Shut for Many New Leaders

When we ask our clients how long it takes before their organization informally judges whether its New Leaders "get it" or not, they usually say somewhere between 60 and 90 days in the role. We call that the "window of judgment," and it is a source of great concern. Think about it. This means that before official nameplates are mounted on their office doors many New Leaders are already headed for the exit -- a distressing thought for those who significantly invest in recruiting the best candidates for these roles.

And we are finding that the window of judgment is closing much sooner than it used to. Ten years ago our clients indicated that the window stayed open for a comfortable 4 - 6 months. Since then many factors have conspired to speed up the judgment process. This demonstrates how important it is that organizations and leaders understand the implications of projecting negative opinions about New Leaders, and that they learn to identify and head off potential issues.

New Leaders Often "Fly Blind"

If we think about feedback in a mechanistic way, a system monitors some measure of equilibrium (for example, thermostats sense a change in temperature). When the balance is disturbed (the temperature rises), the system sends a signal to compensate for that disruption (feedback to provide more cooling). With that adjustment, things return to a stabilized state.

Now, imagine New Leaders as a part of an organizational system. While we hope they behave in ways that maintain equilibrium, New Leaders may, in fact, do just the opposite. They often lack knowledge about the organization, and interact in ways that can be viewed as disruptive. This increases the risk that they will:

• Make decisions that are inconsistent with organizational expectations or norms (or are just downright ineffective).
• Struggle in relationships with people who can either enhance or undermine their success.
• Overestimate their own capabilities and fail to deliver on important objectives.
• Exclude valuable sources of information from their thought processes and implementation.
• Lead their teams in ways that ignore their lessons of experience and take them down the wrong path.

In all five cases above, New Leader behavior creates a disturbance in the system. Unfortunately, our clients tell us that these same New Leaders are rarely given needed feedback in a timely and transparent fashion. In fact, many acknowledge that their New Leaders might operate feedback-free until their first performance review (which could be a year after their start date). It can be devastating for organizations and their New Leaders -- equilibrium and performance suffer, and New Leaders flail about.

Insufficient feedback often serves to rob New Leaders of their dignity -- experienced colleagues and direct reports already know where they fall short, but New Leaders have no real way to self gauge. This experience can be disrespectful, embarrassing, and pointless. We need to assume that all New Leaders come to their roles with a strong desire to perform in ways that are acceptable to their Hiring Managers and organizations. So, if a New Leader is proven ineffective, often it can be attributed to a broken feedback loop in the onboarding process. Someone is not sharing what is wrong and how to fix it.

Why They "Fly Blind"

There are several factors that can contribute to New Leaders operating without accurate insight into their effectiveness:

• People are too nice, and don't want to hurt a New Leader's feelings (this is especially true in Midwestern organizations).
• The prevailing organizational belief is that people who need feedback "don't get it," and are a bad fit for the organization and role.
• The pace of organizational life makes it inconvenient for others to deliver timely, direct feedback to New Leaders.
• New Leaders are in such a hurry that they don't foster transparent conversations.
• Someone that works closely with a New Leader may be unhappy about the appointment. We identify this person as a rival. Regardless of whether or not this rival was a candidate for the role, negative feeling can result in very destructive behavior.
• In some visible way a New Leader is different from those in the organization. Unfortunate, but still frequently true, some differences may make it difficult to connect and get honest, helpful feedback.

Without the information they need to effectively navigate, New Leaders can "crash and burn."

The Gift of Navigational Tools

You have probably heard someone say that "feedback is a gift." For the well-being of the organizations and their New Leaders, it is crucial to provide early, specific feedback about the effectiveness of their transitions. With that knowledge, New Leaders can effectively navigate -- make better decisions, gain needed support for change initiatives, and become firmly woven into the organizational fabric. Some options for feedback include:

• Helping New Leaders understand why they were chosen for the role, so they can reconcile how their strengths and weaknesses are viewed.
• Focusing on building strong relationships with key stakeholders, and asking them for feedback early and often.
• Providing New Leaders with a Culture Snapshot, so they can make accurate appraisals of the effectiveness of their operations.
• Facilitating a Team Alignment Process, where New Leaders receive anonymous, powerful feedback from their direct reports.
• Delivering data from LevelSet: Early Feedback when New Leaders have been in their role for only 6-8 weeks. Armed with this confidential and anonymous source of feedback, they can course-correct on one or more of over 30 behaviors that predict their success.

Seeking, being open to, and acting on feedback are essential elements of New Leader success. With a clear picture of how their actions and perceptions impact the organization, New Leaders have the tools to maintain their equilibrium, successfully navigate the organizational landscape, and avoid getting caught in the window of judgment as it slams shut.