Executive Onboarding

Executive Onboarding
proportion of his/her time in generating reports for local,
regional, and global management. In larger companies
with matrix structures, the leader will face additional
reporting requirements to (e.g. functional heads). We
often see the extensive increase in reporting being a killer
for many leaders moving up to this level for the first time.
In fact, this is the one career step that takes most
casualties. People with brilliant careers excelling in the
first two levels, suddenly find themselves in a situation,
where their “raison d’être” is lost as what used to make
them shine – their ability to save the world with their
expert knowledge and skills – no longer is in focus, and a
complete new set of (leadership) skills are required.
The biggest challenge for first-time managers of managers is a
continuous short-term, operational focus, lack of setting a clear
direction, and problems with delegating to managers. The internal
onboarding process at this level should entail building skills
within:
o communication,
o delegation,
o strategy,
o broader business understanding,
o budgeting/resource allocation, and
o stakeholder management and reporting,
Additionally, the internal onboarding process should help expand
the executive’s focus from an operational and tactical level to a
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