Integrating New
Managers
Assimilating a new senior manager into an organization
always entails far more difficulties and risks than with junior
employees. Learning the new job is just a start. They must decipher
the corporate culture and actual reporting structure, and then
quickly build relationships with key people who will help
their situation. While doing this, their every move is being
scrutinized warily by those with vested interests.
Given the
visibility and importance of senior leadership positions and the
horrific consequences for failure, it is
clear that newly promoted managers should have help during
the initial hazardous period.
Integration
Stages
Stage 1:
Immersion & Taking Control
In this stage, the newly hired manager makes some initial judgements and
takes action to correct problems that are obvious and immediate.
The period can often require 4 to 6 months to complete.
Stage 2:
Restructuring
After taking time to learn about the organization's problems and
opportunities, the manager reshapes it to fit his personality
and to meet strategic goals. This stage is generally the most
important and traumatic to the organization. This stage can
begin at around 6 months and last to 18 months.
Stage 3:
Enhancement
The manager takes what he learnt from the
previous stages and makes refinements to consolidate his
strategic vision more completely. The process involves fewer
changes than the Restructuring phase.
The time needed for each phase depends on many factors such as
the size and age of the organization. In all cases, the new
manager walks a narrow line between acting too quickly before
proper diagnosis and taking too long, and risk losing
support from within the organization.
OnBoarding
Process
An organized integration process will increase the chances of a
manager's success in a new position. The process will depend on
many factors but should contain the following basic components.
1. Introductions and Announcements
This is a key first step that is overlooked too often. The new
leader should be presented to other managers and senior reports
in a personal manner. A general welcoming announcement should be
made to the entire relevant organization.
2. Relationship Building
Schedules should be put in place for the new leader to spend
ample time necessary to get to know his most important
stakeholders on a personal level. Meetings that occur during
mealtimes are best.
3. Organization Structure
The new manager should be given clear information of the
structure and governance of the organization along with an
understanding of its main strengths and weaknesses, and key
profit centres.
4. Immediate Priorities
The direct superior should come to an understanding with the
newly installed leader about what action is required that
would address urgent problems. As well, determine what actions
could achieve quick successes that would gain the new manager
credibility with stakeholders.
5. Strategic Plan
Senior manager should also describe clearly the long-term vision
of the company and how the new manager could fit within it.
Hiring
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Asia
CEO Forum presented by PLDT ALPHA Enterprise is the largest
regular business event in Philippines and considered one of the
most important in the Southeast Asia region. The forum serves as a
hub for the spreading of ideas that help executive managers
overseeing enterprises across the Asia Pacific region.
Attendees are both expatriate and Asian management personnel
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Media organizations
throughout the world call upon the Principals of Chalre Associates for thought leadership.
Below are some examples of published material written by our
consultants or international journalists who refer to them. For a complete list of published work,
Click Here.
Getting Ready For The
Deluge: Outsourcing in Philippines
by
Chalre Associates senior staff
Download
[PDF
file, 62KB]
The
Economist Intelligence Unit of the Economist magazine
asked Chalre Associates' Chairman, Richard Mills,
to write a chapter about the Philippine outsourcing sector
in its annual Business Guide Book. The material
provides a Executive Briefing on the progress and major
issues facing this industry that is certainly one of most
significant growth stories in the world.
more
Asia Pacific Mining
Conference 2007 - Report
by
Chalre Associates senior staff
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[PDF
file, 28KB]
The 7th Asia Pacific Mining Conference put on by the Asean
Federation of Mining Associations was perhaps the largest
such event in the region. Richard Mills, Chairman of Chalre Associates
gave this report on what was said by the prominent mining
people who presented.
moreb>
The
State of BPO in Philippines: Dan Reyes Speaks
by
Chalre Associates senior staff
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[PDF
file, 31KB]
Richard
Mills, Chairman of Chalre Associates,
interviewed Dan Reyes of Sitel for ComputerWorld (US) recently to get
his views on the state of the BPO industry in Philippines. Dan
presented US readers with compelling information to support his view
that Philippines is currently seen as the "Number 1" option by global
companies sending BPO work to offshore destinations.
Dan Reyes is easily one of most experienced Business Process
Outsourcing (BPO) managers in the Asia Pacific region and the world. He
is head of the extremely successful Philippine operations of Sitel, the
world's largest call center organization. Among other things, he is a
founder and former president of the Business Processing Association of
the Philippines. more