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Onboarding internal or external senior executives during COVID?

One of the areas I specialize in for executive coaching is the critical transition of internal or external appointed executives. Onboarding during COVID has moved from in-person to virtual; however, the key categories and areas of support required remain the same. 

 

If there is one take away you have from this post; I hope that it is this…

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Internal Executive Advancement

Internal applicants who advance into executive positions have different challenges, albeit require the same level of onboarding attention to ensure a smooth and supported transition. They often come into an executive position with an excellent record, know and understand the key players, are well versed in the company culture and strategies, and have a defined view of the changes they feel should be made. 

 

More often than not, internal applicants are not provided with the same level of briefing, support, or strategic communication upon promotion to the executive level. It is assumed they know what is needed and can hit the ground running. That’s why some might need executive coaching.

 

Providing planned support for an internal incumbent to help them deal with expectations or perceived bias from staff who have worked with them in a previous position can be extremely beneficial in the transition stage. Jenny Reilly Consulting provides executive coaching to assist internal appointments over their first 90 days, define what success will look in the position, develop leadership attributes and skills, and work on the mindset required to make a successful transition to the executive level.

 

Other areas of focus typically include:

 

  1. How to transition into the new role and perform a non-biased (not personal) business review 
  2. Focused identification of the critical business drivers 
  3. Conducting a risk management analysis
  4. Developing, planning, and implementing a growth strategy 
  5. Promoting a redefined (when necessary) vision
  6. Issue processing and decision-making strategies
  7. Timing of new priority roll-outs
  8. Team building strategies
  9. Personal branding – how they want to be perceived, communication, and meeting strategies …
  10. 90-day feedback assessment from internal and external stakeholders 

 

Vancouver Executive Consultant

External Executive Appointment

 

The first 90 days are critical for any new incumbent of a position; it is a time when individuals prove themselves through defining actions. This time is often seen as a predictor of future success or failure, and the importance of a well laid out plan during this period cannot be understated. 

 

There is a great deal of scrutiny when walking into a new role and company. This critical time is when relationships need to be formed, credibility built, early wins attained, and influence levels determined. If time is not spent in the first 90 days familiarizing yourself with the key stakeholders, building relationships and alliances, and learning about the culture and the business environment, it will impede trust, consume energy, and set a negative imprint on your desired direction. If bad decisions are made too quickly, credibility will be lost, leading to resistance to any future ideas being put forward. 

 

A thorough onboarding brief can provide valuable information to assist in the incumbent’s business orientation, stakeholder connections, and expectations alignment. 

 

Within the first 90 days, the individual should be able to:

  • Achieve alignment and understanding of strategy, priorities, and business culture
  • Build credibility
  • Build the team, form alliances and coalitions
  • Define priorities to improve organizational performance, and
  • Implement self-management tactics, and define how balance can be put in place to ensure success

 

‘What got you here won’t get you there,’ you have heard this statement before, and yes, it is so very true. Individuals who come into a new environment and try to implement the same tactics and duplicate success they had in their past role do generally not get a lot of kudos. Intentional time is required to be set aside to develop critical relationships and build trust. Taking action too fast, with little input from key players in the organization, will undermine success. 

 

Intelligence, not ego, needs to direct action in a new role. Setting lofty or unattainable goals, from not listening to stakeholders and their needs and expectations, nor paying attention to the organization’s cultural environment are sure ways to alienate employees. 

 

 

What to Do: 

  • Learn about the business environment, the operating model, planning systems, KPI’s, planning and evaluation metrics, and talent management. Evaluating performance, understanding the organization’s causes and history will be beneficial and help you form a base of knowledge that will enable you to navigate through pivotal and challenging issues and opportunities.  
  • Put in the time to develop critical relationships, achieve alignment, and develop supportive and positive alliances.
  • Develop and build your team. 
  • Define how you want to brand yourself in the position. How you want to be perceived, your level of influence, and your stamp will be on the job.
  • Develop a strategy based on an informed knowledge of key players and promote to achieve buy-in and support.
  • Make good decisions, be transparent in your desire to make changes along with the rationale and benefits. This will increase your credibility and develop greater levels of trust.
  • Once you have your background information, support, and back up your decisions in need for change, work towards early wins. This can only be achieved by preparing yourself and putting in the time to learn what you need to in the new environment.
  • For every challenging situation, ensure that you spend time investigating the problem, diagnosing the next best step, developing an action plan, and matching your strategy to the specific situation. 
  • Remember to keep a good balance during your onboarding, the first 90 days can be all-consuming, and if you are not looking after yourself during this period, you risk the potential of making poor decisions. 

 

Moving into an executive position can bring mixed emotions including, excitement, nervousness, anxiety, and vulnerability. 

 

What is needed to bring the new incumbent (whether internal or external to the organization) up to speed more quickly?

 

What areas do you envisage will be the most challenging, and what measures could you put in place to make this transition smoother in these areas?

 

What are some of the key milestones that would be expected to be achieved in the first 90 days? 

 

Communicate these in the onboarding material for full transparency. 

 

There are vital areas a new executive should focus on:

 

  • Understanding the vision and strategy of the organization
  • Getting to know key people and processes
  • Understanding the culture of the organization
  • Identifying areas of challenge and opportunity
  • Finding out potential areas to avoid or barriers that may impede progress
  • Aiming to attain early wins

 

Navigate the Work Environment with Executive Coaching

Navigating today’s complex work environment and taking control in a new position during a global pandemic is no mean feat. I have worked with multiple clients over the last six months who have successfully onboarded senior-level positions during COVID. These techniques and tips have been instrumental in their success.

 

The return on investment (ROI) for the support provided through Jenny Reilly Consulting for incoming executives is invaluable. If you are interested in learning more about how the team at Jenny Reilly Consulting can assist in the onboarding of new internal or external executives into your organization, or if you are in the transition phase yourself and need support, please reach out to us on askme@jennyreilly.com or call +1-604-616-1967 to learn more about how we can help you with our executive coaching.

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Waiting for things to return to normal? Stop waiting, instead hit the reset button!

Last week, I was in a meeting where we had a great discussion on leadership modes and the stressors that have been present over the previous six months in various industry sectors.

 

We moved into ’emergency mode’ overnight, working at double speed to address either challenges or opportunities in the marketplace as a direct result of the global pandemic. Improvising and experimenting along the way. Then came the ‘resilience mode’ as we pivoted, offered differentiated services, changed the way we interacted with our customers and clients, all the time adjusting to adapt to our new reality. This phase has been intense, has lasted longer than expected, and the stress during this period has been consistent and high.

 

Adaptive Leadership

The importance of fostering adaptive leadership in this period of economic recovery is critical for long term success. The need to perform in an everchanging environment of uncertainty, as proven during this period of COVID, has reminded us to continue to focus on execution, while at the same time developing ‘next best practices’ that will work more effectively in our fast-paced changing professional environment.

 

 

Being adaptive to such wavering market conditions in many ways has enabled us to get back to the basics of focusing on our people first and foremost, delivering value and good work for your clients.

 

Being adaptive is essential when planning for the unknown, forecasting worst- and best-case scenarios, and preparing for alternate situations. Working in this constant state of flux is exhausting, and rather than operate at 110% continuously, you will be better served to operate in sprints and reserve your energy. Focus on what can be completed in 30, 60- and 90-day windows. Be proactive in navigating strategic ambiguity, take pragmatic action, stay informed, use your data points, and keep your communication open and transparent

 

Keeping up – remember focus takes personal attention

Being adaptive professionally requires intentional focus. To maintain this edge, your ability to critically and appropriately respond to a situation, while keeping your presence, thinking and emotions in check is crucial to your success. You will be able to do this better if you take care of yourself. Yes, the simple rules of getting enough sleep, eating well, exercising and ensuring you are getting enough social and emotional stimulus. Some questions for you to consider:

  • Are you taking care of yourself physically and mentally?
  • If you are working remotely, who are you reaching out to (coach, confidant or colleague) for support in your role and how often?
  • Are you turning off and disconnecting from your phone and email at least one day per week to allow for rejuvenation?
  • Are you blocking off time in your schedule to reflect on weekly accomplishments, items that need to move forward and the focus required in the week ahead?

Embrace ‘the fail.’

Having and executing a plan does not necessarily mean it is going to be successful. A failed plan is a better plan than no plan at all. After a failed execution of an action, we can pivot, correct and improvise as we have a strong foundation to move from. Being resilient after a failure, consistently pushing forward, and making changes as needed will help you on your journey to attain your desired results.  Thinking on your feet, analytical problem solving, fast decision making, and clear and consistent communication on the direction are all critical attributes of a leader. Caring and placing employees as the number one priority in a period of crisis is not forgotten. I have heard numerous clients’ stories over the last six months how the pandemic and change in working conditions have bought them closer, even though they are physically apart. Consistent communication and forwarding thinking action have improved relationships and, although different in many circumstances, are more robust than they have ever been.

 

 

 

Hit the ‘reset’ button

Hitting the reset button helps you look at your current situation, build on knowledge from recent experiences and redefine the way you work. Providing leadership direction in an environment when uncertainty has been the only given has provided an excellent leadership growth opportunity. Addressing issues with short-term fixes, tightening or cutting resources, and freezing hiring even during a period of growth (which has been for some sectors) may have worked to date; however, I encourage you to take a step back and hit the reset button.

Reset by evaluating how far you have come over the last six months, identify where you want to be by the end of the year, a year from now, and identify action items required to get there – be proactive in planning your roadmap for success.

 

We can help you with your professional development or provide tailored executive coaching that can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.

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We don’t know what we don’t know – a lot will be different moving forward.

Business Fatigue

The fatigue that business leaders are feeling is genuine. Dealing with the multitude of changes implemented over the last six months through the COVID-19 crisis, from moving to remote operations to staffing, and challenging financial decisions has taken a toll. As we await the COVID-19 vaccine, life is very different from the same time last year, and summer did not permit any real relief from the fatigue.  Priority emphasis continues to be placed on the health and safety of staff and customers. We have moved from survival to strategic mode at rapid speed and now need to be focusing on how we can continue to rebuild and reenergize. Workplaces have transformed from bustling environments to remote work and contactless service.  As workplaces reopened, the business was not as we knew it ‘normally’ to be.

The leadership challenges and opportunities that have presented themselves have resulted in a new way of leadership thinking. Leaders are more confident in the speed at which change can be made and optimistic in knowing that more can be done in innovative ways. The COVID-19 crisis has shaken up how we lead, improved our ability to make fast structural shifts, and highlighted the importance of the communication of purpose and empathetic leadership skills.  As we rebuild, we need to focus on actions that are of high impact to the business and bottom-line profitability. Processes followed are being re-written to be done better in a shorter time frame and are critical for talent management and agile teams.

 

Workplace Configuration – Reimagining the Way We Work

Workplace reconfiguration after lockdown resulted in a multitude of changes moving forward, including:

  • Designated distanced seating
  • Elevator limits
  • Hand sanitizer stations
  • Hot seat changeovers
  • Flex-Teams
  • Job sharing
  • Permanent and hybrid remote work policies
  • Physical space deep cleaning protocols
  • Plexiglass divider installation
  • Rotational teams
  • Safety PPE (when necessary depending on occupation)
  • Signage to help maintain safety and social distancing
  • Social distancing protocols
  • The wearing of masks in common areas
  • Touchless digital technology…and the list goes on.

 

As our workforce has encountered many stressors, how we work and where we do it from has been re-envisioned. We now need to invest in our people to ensure that they have the capabilities required and provide support in this changing environment.

 

Futurist Leaders

Leaders have done an exceptional job of bringing a sense of order into the uncertainty of working and living due to COVID. However, the work is far from over. Leaders have demonstrated their aptitude to be futurists – innovate and redesign as necessary due to COVID restrictions.

Leaders have had to:

  • Adapt boldly
  • Communicate contact-free
  • Demonstrate resilience
  • Exemplify an entrepreneurial mindset
  • Focus on the bottom line
  • Fully utilize tools and strategies
  • Innovate and pivot
  • Possess a positive mindset
  • Problem Solve quickly
  • Scenario plan, and all the way
  • Show transparency to their teams.

Embracing Differing Work Conditions

As we continue to embrace our different working conditions, and many of our staff remain virtual, we need to retain focus and continue to strengthen our people’s relationships moving forward. Effective leaders have the aptitude to change styles depending on the situation. Leadership style flexing is whereby a leader moves from a focus on relationship, task, or effectiveness depending on the situation. Being a good people person, good at execution, or effective in your role are all critical; however, depending on the situation, one aspect may require typically more of your focus. Strategic decision making, discipline in the execution of goals while being decisive, fast and flexible are all key in moving an organization forward. We are six months into our evolving new normal in North America. Since COVID hit our shores, we have gone through a lot and also learned a great deal. Although so many are fatigued, leaders need to retain focus on improving capabilities, fostering influence, maintaining positive relationships, and demonstrating the courage to innovate change.

 

 

Contact Us

Leadership development and coaching can help you strengthen resilience, preparedness, and provide support for your leadership team to feel more confident—time to invest in your leadership development and support your people management. Contact askme@jennyreilly.com for more information on how we can support your leadership team through this transition and how we can get moving forward.

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Leadership from 10,000 Feet: A Bird’s Eye View of Your Business Can Change Your Practices

SKYDIVING CHANGES PERSPECTIVE: Changing Your Business Outlook

Last month, I went on a Tandem Skydive; the last time I had done this was 29 years ago with nine work colleagues and friends in Australia. Fast-forward to 2020, where my 18-year-old son and one of his friends were talking about Skydiving. I shared that I would love to do it again with them and, and before we knew it, there were seven of us going along for the thrill, including my daughter.

 

Ironically, I had been talking to my kids about my desire to cross something off my bucket list this summer as we could not travel nor go back to Australia for our annual family visit. I had romanticized about having a Vespa; however, my children did not like the idea of their 52-year-old mother (and I must admit not the most coordinated individual) riding a Vespa around Vancouver and thought that it was far too dangerous. At the back of my mind, I thought if I could show them that I could jump out of a plane, that they would be a little more comfortable with their mother on a scooter. Wrong! Now you may wonder why I am sharing this story. What has jumping out of a plane or riding a Vespa got to do with leadership? Well, let me explain and put this into perspective for you… note the word choice ‘perspective’.

 

PERSPECTIVE MATTERS

 

Over the last five months, we have all been challenged in how we look at life professionally and personally as we navigate through the effects of COVID19. Professionally my perspective on how I operate my business, to how I provide my consulting and coaching services to my clients, to personally how I interact with family and friends has shifted significantly. My perspective on my professional and personal priorities, where I am focusing the majority of my time, and my desire to enjoy opportunities (that I can coordinate through a period of social distancing) has changed.

 

So, let me get back to Skydiving. Some of you may be familiar with the cliché leadership phase that was used extensively in the early 2000s, around the proverbial ‘30,000-foot view’ that leaders were encouraged to take in their positions. The 30,000-foot reference is that of the typical cruising altitude of a commercial jet. Productivity guru Dave Allen popularized this aviation reference to remind leaders to focus on what they needed and wanted to accomplish within 12 -24-month period, and the productive action required to make it happen. I have taken the liberty and tweaked the 30,000-foot reference to make it 10,000 feet, that of which our plane was at when we did our Tandem Skydive. At 10,000 feet looking down, it is a great visual reminder to look at the bigger picture (professionally and personally). At 10,000 feet, the details below are clear, and you cannot get ‘stuck in the weeds, (meaning details or complexities) as you can’t even see them. Even when going through a cloud, there is a short period of full enclosure, and then when you come out the other side all opens up– much like what happens continuously on the professional and personal front through life.

 

 

COVID CHANGED THE GAME

In this time of COVID, we have had to spend considerable time in the weeds; by that, I mean the day-to-day tactical operations of our businesses to ensure we get through this challenging time. In Vancouver, we are now six months into the pandemic, and at this time, fearful of rising numbers. We mustn’t lose sight of our big picture vision; this is essential to stay on track. Having a 10,000-foot view is helpful as we can build on existing practices and processes and determine additional measures that may need to be put in place to navigate a looming second full lockdown. Continual focus on how we provide value to our clients, support our employees, and focus on the long game of the business is required. Looking at your business from a 10,000-foot view enables you to evaluate internal capabilities, potential challenges, opportunities, and put a road map for success into place that will help you determine what action is required to get to your destination.

 

How will you clarify what needs to be done in critical areas of your business, ensure objective focus, or look at issues like:

 

  • Communication Challenges
  • Human Resource Constraints
  • Leadership Issues
  • Operational Changes, or
  • Process Optimization Strategies

EVALUATING A SITUATION: Different Perspectives

The objective evaluation of a situation enables us to gain clarity from all perspectives. How we gather information, evaluate data, conduct a S.W.O.T. (strengths, weaknesses, opportunities and threats) analysis and determine potential tactics that could be implemented to alleviate stressors can have a significant impact on our business. Evaluating the state of our business enables a better plan, comprehensive consideration of opportunities and challenges, and helps put in place plans to avoid threats to the business. Measurement and analysis of your numbers help define how you can improve every aspect of your business.

A BIRD’S EYE VIEW of Your business

So just as I had the opportunity to have a bird’s eye view of what was around me at 10,000 on the Skydive, how will you ensure you get an objective view of your business situation and learn from it? From efficiencies to profitability and sustainability during a challenging economic period, this reality check helps you lay the stage for the work needed ahead and the determination of core areas of focus. Leadership, like Skydiving, requires trust, tenacity, courage, and a willingness to take a giant leap.

 

I encourage you to:

  • Look at your business situation with a fresh perspective
  • Determine critical factors for both success and failure
  • Evaluate how you can improve and drive business outcomes to help you move faster towards your goals
  • Take on new challenges with enthusiasm
  • Readjust your schedule to focus on your strategic focus
  • Demonstrate tenacious courage, and be relentless in your commitment to action to move forward.

BUSINESS CONSULTANCY IN VANCOUVER

If you are interested in connecting to learn more about how Jenny Reilly Consulting can help you assess where you are strategically, regain focus, or how to move forward towards your goal attainment, please reach out to askme@jennyreillyconsulting.com

VANCOUVER SKYDIVING

In closing, I would like to shout out to the fabulous owners and staff of Vancouver Skydiving https://www.vancouver-skydiving.bc.ca If you have had Skydiving on your bucket list for a while, why wait any longer go for a jump! Skydive Vancouver did a phenomenal job of ensuring that we followed strict COVID safety protocols during our flight up to the jumping altitude, as we were strapped onto our instructor through the whole jump, through freefall to under the canopy and landing.

 

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Planning + Action + Consistency + Outcome Recording = AMAZING RESULT.

Consistency is Key

 

Being relentlessly consistent in your actions will enable significant results. Just like compound interest, your continual and focused effort towards your professional and personal goals will reap considerable results.

 

It is so easy to get distracted from working on what is important. We all walk a tightrope of responsibilities that cross over between our busy professional and personal lives, and the following are some of the most common challenges that are shared with me:

 

  • Since COVID, I am working remotely; however, I now feel like I am on 24/7. I am exhausted and have no time for myself.
  • I don’t have the time to work on what matters. I know I have to; however, my day-to-day responsibilities and leading my team take up every waking hour.
  • I am overwhelmed. Everything has become more complex, and I know I need to simplify, but I am just too tired even to start.

 

These challenges are real, and without intentional action to make a change, it won’t miraculously occur. I can honestly share with you that I want to make a significant impact, be effective and productive, demonstrate innovation, be creative, continually grow, attain stretch results, and all while enjoying what I love to do. Do you?

Do you need a reboot?

It can be done. You need to decide to make the changes necessary, schedule time to focus on the action required and… simply start. Given the climate that we are working and living in today, getting back on track and doing so quickly will benefit you in so many ways. You do not need to struggle with stressors, complexity, ambiguity or uncertainty in your professional or personal life. So let’s get back on track to enable you to be the best person you can be, and while doing so, enjoy yourself. If you decide to raise your game, guess what, you will do so. When you raise your game, others will notice, and you will then be more impactful to your team. Think of this as an expansionary action. You will need to be motivated to work on what matters, be consistent in your action and be dedicated to carving time in your schedule to make things happen.

 

Review your processes

Daily routines, scheduled blocked off uninterrupted time to work on goals and identified processes in all aspects of your work to streamline what you do and how you do it are all key. Processes help you stay on track, provide consistent levels of service, take away the complexity of task management, save you time and enhance your performance.

Stick with a system

Whether you use Trello, Asana, Evernote, a paper day timer, or a CRM, commit to a system to keep yourself organized. Keeping on top of what needs to be done by when ideas and scheduled follow up will help you stay focused and productive. In my system, I keep track of my quarterly goals and actions, weekly focus points and a running ideas list of ideas to ensure I remain innovative in my approach to work. You may have to play around with multiple systems initially; however, limit the time you will give yourself to find the right one for you. If you have a system, yet have not been using it, now is the time to go back to the basics. Commit to your system (new or current) for the next 90 days and then circle back to me and let me know your results.

 

Raise your game

You want to be the best you can be, so rather than thinking about it, start acting that way. Step up your game, practice the Golden Rule of treating others how you wish to be treated. Be true to what you need to focus on, and do not let other priorities take over from the time you need to work on your goals. When you focus on how you work, how you want to be perceived and lean into the changes that you know you need to make to improve your ‘presence’ factor, it will occur. Listen intently, be aware of your posture and body language (yes even if you are only in front of a computer screen on a zoom call – it matters), choose words carefully, smile often and look for the joy in what you are doing, it will be acknowledged and is contagious to others. How successful are you in meeting your daily, weekly or monthly targets? It is so easy to get bogged down with the day to day and fall into busy, rather than strategic work. Focusing on the right thing, and being consistent in daily action to move forward is the key to success.

 

 

Get comfortable with saying ‘No’ more than ‘Yes.’

Allocate 30 minutes to look closely at your schedule for the next three weeks. If there are any meetings or activities that are in your schedule that you do not need to attend, send your regrets, and either have someone else attend on your behalf or advise why you do not need to be involved. Compare your schedule against your goals. If you have time blocked off to work on items that are not in your top 7-10 goal areas, then determine if this is the right way to be spending your time. For every new request, before automatically saying ‘yes’ really think about your answer, it is just as easy to say ‘no,’ I promise!

 

Batch tasks

Create a checklist of tasks that can be batched and schedule them in your weekly calendar.

I have a running list of quick 2 minutes jobs that I schedule in an hour block daily. I use the hour after lunch, where my energy is a little waned, and I need a kickstart to the afternoon. I batch social media postings and also writing time, whether it be for blog posts or project proposals.

 

Track your outputs

Your outputs are in your control – you will see that tracking them and being relentlessly consistent in your action will expedite your ability to move your work forward.

 

Delegate when you can

The answer is not to do more. Life does not have to be lived in a constant state of emergency, nor do you have to do everything alone to feel that the task at hand is done in the right way. Delegate when you can, you do not have to do it all. There is no merit in continuously pushing items onto the ‘I have to do this later’ mile-long list. Focus on where you add value. Work out how your time is best utilized and as other tasks arise that are not in your superpower zone, then move them on.

 

Contact Me

So many tips, so much to do but really – the first step is the most critical, and that is STARTING.

 

If you would feel like you would be a good candidate for my Executive Coaching Program, please book a time through my Calendly link, and I would be happy to have a 15-minute introductory connection with you.

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