Executive Onboarding
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<strong>Executive</strong> <strong>Onboarding</strong><br />
performance.<br />
Additionally, it should help expand the executive’s focus from<br />
being sheer operational, to also including a tactical perspective,<br />
assisting the executive in identifying new position relevant<br />
stakeholders.<br />
3.2 Career Step 2: From Managing Others to Managing<br />
Through Managers<br />
When transitioning from managing others to managing through<br />
managers, the leader must expand his/her focus to being more<br />
strategic. In our experience, three things, in particular, make this<br />
career step one of the most difficult:<br />
1. The leader must communicate through others (i.e. his/her<br />
managers) rather than directly to each team member.<br />
Complexity increases, as the leader now has to ensure that<br />
the communication given to his/her own manager<br />
trickles down to the remaining organizational layers, is<br />
broadly understood and contains the content/message<br />
originally intended.<br />
2. The leader will transition from a very hands-on<br />
leadership role, leading others directly with room for<br />
operational and tactical focus, to a more strategic role<br />
with a focus on strategic issues and the longer-term<br />
implications of decisions. Here, there is seldom room for<br />
individual contributions; rather, the focus is on hard-core<br />
management.<br />
3. The leader will often find him/herself “swamped” in<br />
reporting requirements spending a significant higher<br />
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