by Jack McFadden

Jim was hired as PR vice president for a much larger company in a different industry. Upon arrival, he was left totally on his own to learn the company’s culture, to get to know the key players, and to achieve. Jim did not perform well. This was primarily due to his lack of experience in a highly competitive industry, in not knowing how to work with a talented team of public relations professionals, and in being confronted with an established group of very independent senior executives. He was fired 12 months later.

Failure Rate High for Newly Hired and Promoted Executives

National statistics show that performance failure, turnover, and dissatisfaction in new and/or promoted executives is from 30 – 64%. Why? Because in most instances boards and supervisory managers do not integrate newly hired or promoted executives in a conscious, focused way into their organization’s culture and processes. As many fail as succeed. The replacement cost for the hiring organization is estimated to be anywhere from 1.5 to 4.0 times base salary. The executive’s personal and career “costs” are immeasurable.

This is an unconscionable waste of human talent. The negative impact on the bottom line, and the many people affected, is dramatic. What each new executive needs is assistance in maximizing his or her initial performance – ensuring even more successful future performance and satisfaction.

Enhancing Productivity and Satisfaction Through Executive Integration

A highly effective way to secure the above result is to have an executive integration philosophy embedded in the organization’s mores, championed by its leaders. Executive Integration has three elements, addressed concurrently: integrating the individual into the organization, incorporating the executive into her/his peer management group, and assisting the individual in leading and moving forward successfully his/her team.

Learning the Culture Through Organizational Integration

Organizational integration for the new executive is a facilitated process. It begins with an organization assessment including 360° interviews. The facilitator uses the information gained to prepare an integration strategy with performance recommendations, clarification of others’ expectations of the new executive, and identification of potential obstacles to successful performance. The strategy is shared with the individual and her/his manager. Collectively, they develop a six-month, priority-based performance plan for the executive. The facilitator and the supervising manager counsel the executive during the ensuing period. In the case of a newly elected CEO, a designated board member assumes the role of the supervising manager. After six months, a repeat of the 360° interviews and feedback to the individual and manager contribute to the executive’s continuing success.

“Joining the Club” Through Peer Group Integration

What usually happens when a person joins an executive group is that it continues operating as before. The members assume that eventually the newcomer will come to understand how things work and why. What is not recognized is that a group’s dynamics change whenever it gains a new member.

Peer group integration begins with a facilitated session devoted to reviewing the organization’s vision, strategic goals, and culture. An analysis of the expectations the group has for itself, its performance targets, its behaviors and practices (internal communication, decision-making and other processes it uses to achieve its purpose), follows. With the introduction of a new group member, revisions may be needed.

This experience assists the new executive to come to understand the leading players, more rapidly enabling him/her to become a valuable member of the senior management team.

Developing Influence Through Team Leader Integration

A similar experience aids the new executive as team leader within his/her area of responsibility. The process provides the opportunity for the participants to refocus on the group’s performance targets and work plan, and to assess how they will perform together with a new leader. It is especially important that everyone’s expectations are clarified, understood, and mutual agreement reached. Again, adjustments may be called for and, if so, made.

Bringing it Together: The Start of a Successful Journey

The essence of leadership is effectively blending individual and team performance. The individual’s six-month plan and implementation weaves together all three integration elements: organization, peer group, team. Assuming a new position is a critical event for the executive and organization. A swift, successful start requires focused effort, cooperation and collaboration by the individual, his/her manager, and others within the organization. Executive Integration can be the difference between success and costly failure.

Martha was hired to initiate a senior VP role critical to the corporation’s achieving increased profitability over the next two years. She was provided Executive Integration. Six months later, the facilitator completed a round of 360° interviews and provided feedback to the CEO and Martha. The consensus: she was off to an excellent start; and, Executive Integration was the key factor. Martha still is performing exceptionally well, two years later. Each new or promoted executive in the company now participates in Executive Integration.

ABOUT THE AUTHOR
For over 40 years, Jack McFadden has assisted individuals and organizations in developing service commitment and excellence. He can be contacted at 410.523.0730 or jdmcfad@aol.com.

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