Onboarding is an apt term for how many companies support new leaders’ transitions, because – like helping someone onto a ship – there’s not much more to the process than bringing the executive safely on deck. From there on, he or she is expected to know what to do or sort it out with little or no guidance.
Early exits often arise from disappointment that the outcomes fall well short of what was hoped for, and perhaps promised, at the start. Yet for global companies, the stakes are high, which is why more needs to be done to help new leaders hit the ground running, and accelerate their ability to deliver results.
Our twelfth International Executive Panel on Leaders in Transition reveals Integration Efforts Failing to Meet the Needs of Senior Leaders. Interpersonal and Cultural Issues are among the Top Challenges in Assuming New Roles.