The Value of a Structured, New Leader Executive Assimilation in a Business Turnaround
What is an Executive Assimilation? An Executive Assimilation is a structured process that shortens the crucial “getting to know you” period with a new team and allows them to share the “vital few truths” about them and their plan. Done well, they can also set up an excellent structure for the path forward. I find they are particularly helpful in establishing a sense of urgency in turning around a poor performing business.
It surprises me that more senior leaders do not insist upon a well planned, new leader assimilation as part of their orientation and onboarding. Many are just not aware of what it is and the value. Some business leaders incorrectly assume that just through normal 1:1’s and staff meetings they can accomplish the same thing. What they frequently forget is that change happens in an instant, but people orient themselves to that change on their own timetable. In an Executive Assimilation, there is a natural catharsis that takes place with the team as they reorient themselves to a new reality. In order for the sense of urgency to develop and then accelerate, there must be the right timing, discipline and structure to the process. In the case of a business turnaround, there is huge time pressure to make things happen. This is where the assimilation comes in. The ideal timing for this is in the first 4-6 weeks of a new leader taking over.
Here are some key steps to a successful assimilation:
- Orient the new leader to the process
- Collect data from direct reports
- Share key messages back with leader and develop their face to face meeting plans
- Conduct the face to face session with the leader and their directs (Usually two back to back half days, an afternoon and a morning)
- Follow up
Frequently people have questions as to what actually happens in an assimilation. I will share some of the questions I like to ask the team in the data collection period so the reader can better understand what I am getting at. The questions may be as follows: What do you know about the new leader? What do you want to know about the new leader? What expectations do you have for the new leader in this role? What is important for the new leader to know about this team? What have been some wins and disappointments for this team recently? What are the 2-3 most critical business issues the leader will face in the next 6–12 months? If you were coming in as the new leader, what would you expect of this team? If you could give some “free advice” to this leader, what would it be?
There are so many things that come out of the planning, execution and follow up to these sessions. The leader and their directs quickly come to terms with what it will be like working with each other. The new leader is made aware of the context in which they will be operating. A framework for developing and executing a plan for turning the business around also gets set. Things like whether there is agreement on the team as to priorities, hidden agendas, team conflicts, how the new leader wants to interact are all just examples of what may surface in the process. Frequently additional follow on sessions are held to check progress and discuss roadblocks.
Every senior leader that I have ever worked with on these sessions has walked away amazed at how much was accomplished in such a short period of time.
It is so important to have an experienced assimilation facilitator conduct these sessions. When the stakes are high and especially when dealing with very senior people, you will need someone who has worked at that level and can handle complex situations.
I find that when you combine the assimilation with a well-planned orientation schedule, stakeholder management planning and a talent review it accelerates new leader success.