Coaching through the Leader’s Journey (Part 1)

The onboarding stage

When a new leader is appointed, whether internally promoted or externally recruited, it is important to give them the best possible start, to help them understand the organisation/new role, the culture and the factors for success in the role.

Coaching is increasingly being used at this stage.

Why do onboarding coaching?

• To ensure the leader gets up to speed quickly and deliver results.
• To support the person as they grapple with the challenges of their new role whilst they are under great scrutiny in terms of their behaviour and decisions.
• The strategies leaders have used in the past may not mean they automatically work in the new job.
• External hires can bring diversity of thinking but need to understand the new situation and culture in order for others to accept the new approach and skills on offer.
• To ensure it is a successful appointment and ensure retention. Research has shown that the cost to the organisation of a failed hire is 24 times base compensation*. This is on top of a sense of failure for the individual and the lack of continuity for the wider team

What is onboarding coaching?

It is an effective development intervention that provides a safe and confidential setting for individuals to quickly orientate and navigate through the new situation and culture. In the process, participants learn much more about themselves, their new teams and the organisation.

What does a typical programme consist of?

The programme starts before the new incumbent starts the role and typically takes place over the first 6 months. The programme is a combination of coaching and guidance, and can include:

• An executive assessment has often been done as part of the selection process but if not, it can be done on appointment to the new role. The assessment provides data on how people act, what motivates them and how they influence and lead. The assessment measures are scientifically developed to identify natural strengths, areas of concern, values, as well as highlight key areas to address.
• A self-awareness and impact session will focus on leadership ability and fit. This can help individuals delve deeper into the insights that came out of their executive assessment, providing expert interpretation to help them understand their development needs in the context of the new role. This session will give them greater awareness around their natural tendencies and behaviours, and to reflect on how these fit (or don’t) the role, the culture of the organisation and the leader’s objectives and ambitions. With better self-awareness it is possible to work towards adapting behaviours that are helpful and more conscious of the impact they have on others.
• A situation and culture analysis and stakeholder mapping would be carried out by the coach and shared with the new incumbent prior to day one.
• Coaching support consisting of 6–8 sessions spread over the first 6 months in the role provides a reflective, supportive, challenging and safe place for individuals to talk about what is on their mind, share insights, think the unthinkable, come up with alternatives and rehearse their next steps. It is also likely to cover the first 100-day plan, which will be covered in greater depth in part two next week.
• A tripartite meeting takes place with the leader’s line manager at the start and end of the coaching.
• A bespoke 360 feedback with stakeholders will gather early feedback and provide calibration around 3 months into the new role.

*Michael Watkins, The First 90 days, 2013