New leaders, at executive or manager level, want to succeed when appointed.
Yet they can feel inadequate or overwhelmed in their new job (Imposter Syndrome).
Organisations who recognise the value of structuring in a coaching series, with an external coach, alongside the organisational induction and orientation process can save weeks of unproductive time.
The organisational culture can make or break a new employee especially at executive or manager level where the decisions they are taking may not be well received.
Dealing with direct reports that missed out on the role, or a team distrustful of the hiring reasons for the new leader being there can be complex. Promised mentorship can evaporate due to critical business issues.
By using an on-boarding coach who has inside awareness of leadership and team dynamics can offer clarity to the new employee. Arlene Quinn has over 20 years’ experience of working with leaders in government, corporate and for and not for profit industries.
Example – Aged Care Industry
X organisation has employed as a residential facility manager an experienced team leader with a long career in the acute health field.
Quickly learning a new organisational culture, juggling a tight budget, impressing relatives and the local community, as well as internally manage a team of existing staff all with expectations of what might change.
Example – Corporate Sector
A new leader moving into a role from day to day organisation to strategic or operational management obtains a position where an internal candidate, who was not appointed, will be on their team.
When the human brain is stressed it results in returning to prior patterns that have worked before; solution focused decision making may assist the new leader to work with the team to keep out of day to day operational issues. Working with a coach enables the new leader to feel less isolated and able to “test” out ideas in a safe space before working through them with their team or director.