Executive Onboarding
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<strong>Executive</strong> <strong>Onboarding</strong><br />
somewhat inconsequential and ineffective by the board and<br />
combined with the fact that certain parts of the business needed<br />
realignment, hints of mistrust and tension started to appear in the<br />
collaboration between the board and Group Management.<br />
Questions that you should ask yourself in relation to personal<br />
risks and opportunities in the pre-selection/romancing phase:<br />
Which of my personal, professional and leadership competencies<br />
led the company (and recruiter) to consider me for the job?<br />
Is this the company and the role that best allow and enable me<br />
to capitalize on my strengths in the long run?<br />
What are the risks and opportunities related to my fit with the<br />
culture of the company?<br />
Organizational culture (e.g. friendly, formal, relaxed).<br />
o Professional culture (e.g. commercially driven? R&D<br />
driven?).<br />
o Geographic culture (business is done differently in<br />
different regions).<br />
What are my personal vulnerabilities in the new position and in<br />
what areas am I least eager to solve problems? Most people<br />
have preferences through which they will distill the challenges<br />
they face. If you are, for example, a marketing professional who<br />
thinks in commercial terms and always have acted within<br />
commercial roles and contexts, you are likely to focus on the<br />
commercial aspects of a project or issue. Hence, if your role<br />
includes taking the lead on a prioritized project facing<br />
numerous R&D and regulatory issues you should acknowledge<br />
that there is a risk that you will be facing certain blind spots,<br />
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