On-Boarding New Leaders: A Developmental Approach

Size: px

Start display at page:

Download "On-Boarding New Leaders: A Developmental Approach"

Bartholomew Todd
6 years ago
Views:

On-Boarding New Leaders: A Developmental Approach Dessalen Wood VP of Talent Development Cineplex Entertainment Legal Notice: These slides are being provided to support your participation in the

1 On-Boarding New Leaders: A Developmental Approach Dessalen Wood VP of Talent Development Cineplex Entertainment Legal Notice: These slides are being provided to support your participation in the online seminar which took place on June 24, 2015, and represent the proprietary intellectual property of The Ken Blanchard Companies. They are protected under international copyright law and cannot be resold, rented, loaned, or circulated to any third party. These slides cannot be used to create or deliver any form of a learning experience or training program. Additionally, they may not be duplicated or reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the expressed written consent of The Ken Blanchard Companies.

Agenda Why current on-boarding programs often miss the mark How to design an on-boarding program that addresses leadership style from the start Helping leaders understand how their leadership style

2 Agenda Why current on-boarding programs often miss the mark How to design an on-boarding program that addresses leadership style from the start Helping leaders understand how their leadership style changes with their new situation Lessening the drama around the change in leadership, making everyone more productive Helping leaders build trusting relationships with their existing team through candid conversations

3 Poll: Have you ever felt frustrated by any or all of the following? a. I ve had to train my new boss b. My new boss described themselves one way but ended up a micromanager c. The worst thing about having a new boss is they question and challenge everything d. My new boss had all these big ideas and did not take time to understand why we do things differently here

2015 The Ken Blanchard Companies. All rights reserved.

2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate.

11 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate.. Involving the team in what the new relationship will look like is key to building both a trusting relationship and leader credibility.

13 Typically conversations about expectations occur after a mistake. That conversation is not about a partnership, it s a corrective action discussion The Ken Blanchard Companies. All rights reserved. Do not duplicate..

14 Information and details provided by a willing team allow the leader to become confident and competent, resulting in their moving to a D3 stage faster 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate..

Leaders need to be aware that being in D1 and D2 will effect their overall

When the new leader feels the negative reactions to them, they jump to, I have to

I don t know how they interviewed, but in reality they are a micromanager and not

And during all this drama, no one is working, innovating, serving customers, or

20 Poll: Have you ever? a. Thought your company made a poor hiring decision when they hired a new boss for you? b. Seen talent leave an organization because they did not feel supported by their team and peers? c. Experienced a leader that cleaned house versus trying to build trusting relationships? 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate..

21 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate.. New leaders should be encouraged to build trust within their teams through sharing information about their leadership style and developmental needs.

. Using Situational Leadership II to help the

23 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate.. Once in the D3 state, the new leader can more easily flex to an S3 and S4 style of leadership to the great relief of their team!

24 Self aware managers who have these conversations are on-boarded faster, have the support of their teams and peers, with very little drama or work disruption The Ken Blanchard Companies. All rights reserved. Do not duplicate..

We talk about coaching in all directions but in reality, most people only experience feedback in

The leader sets the tone by showing that you can ask for direction and support.

27 Situational Leadership II provides an ideal model for new leaders to build trust and commitment by creating a partnership from the beginning.

28 Poll: Other Resources a. Blanchard research and white papers b. Information on upcoming Blanchard events c. Information on Blanchard products and services 2015 The Ken Blanchard Companies. All rights reserved. Do not duplicate..

29 Questions & Answers Dessalen Wood VP of Talent Development Cineplex Entertainment David Witt Program Director The Ken Blanchard Companies

31 The Ken Blanchard Companies unleashes the power and potential in people and organizations for the greater good.

A Primer for New Managers: Respect, Trust, and Accountability

A Primer for New Managers: Respect, Trust, and Accountability : Respect, Trust, and Accountability Ann Phillips Senior Consulting Partner The Ken Blanchard Companies Legal Notice: These slides are being provided to support your participation in the online seminar