Executive On Boarding | Not Just the Organisation’s Responsibility

by Rohan Carr (Director IRC Australia | Member of the Global IRC Executive Board | Global Leader of IRC Education Practice Group) 

This is a series of articles about intercultural management and thought leadership, written by members of the IRC Institute and also from partners of IRC Global Executive Search Partners.

IRC Global Executive Search Partners | DRH - Talent Search (IRC Brazil)

There has been much focus in recent years on the importance of ‘on boarding’ new appointees; ensuring that they successfully integrate into the organisation and amongst other things start adding value in the shortest possible time. But what about the new hire – they also have a role to play in the process. After all, it is not just the responsibility of the employer!

At the Annual Global Conference of IRC Global Executive Search Partners in New York, one of the speakers was Mr John Lawler, Managing Partner of PrimeGenesis. PrimeGenesis is a leading executive on boarding firm and Lawler is the co-author along with George Bradt and Jayme Check of the recently published 4th edition of the book The New Leader’s 100-Day Action Plan.

Lawler contends that in complex environments, in times of rapid change and where expectations of new leaders are high, an incoming executive needs to preplan for his or her first 100 days in the organisation to maximise chances of success.

Lawler suggests that four key elements should be present as part of the executive’s personal on boarding plan:

1. Getting a head start: 

Prepare for day one: listen, learn and preplan. Do they have a good understanding of the organisation’s need for change and readiness for change. Preparation breeds confidence and early momentum.

2. Managing the message: 

Whatever the leader does (or doesn’t) say communicates in some way. Make sure the message is planned, rather than left to chance, particularly if there is a major change agenda.

3. Setting a direction and building the team: 

Focus on the team in the first 100 days. It is critical that the executive puts in place the key building blocks for long-term success and ensures that there is accountability within the team.

4. Sustaining momentum and delivering results: 

As the leader starts to see some early results, they need to adjust and fine tune so that things evolve rather than stall. There needs to be an early focus on organisational practices and culture.

According to Lawler, rather than just ‘ showing up on day one’, the leader of today needs to preplan and prepare. 

This will ensure that the first 100 days are most effectively spent on delivering on the ‘what and how’ as the leader sets up the organisation, division or function for long term success.

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Rohan Carr

With twenty years in the executive search industry, Rohan combines his previous senior experience within the chartered accounting, corporate advisory and stockbroking industries to deliver superior executive search solutions to his clients. Rohan’s clients also benefit from his considerable exposure to the higher education sector, and he is regularly sought by educational institutions when undertaking senior appointments.

He holds a Bachelor of Commerce from the University of Melbourne and an MBA from Monash University. He also has a Graduate Diploma in Applied Finance and Investment from the Financial Services Institute of Australasia. Additionally, Rohan completed his Doctorate in Business Administration at RMIT University in 2005.

Rohan commenced his executive search career at IRC Australia (The Insight Group) as an Associate before joining the international executive search firm Heidrick & Struggles where he spent three years as a Consultant. In 2002, Rohan returned to IRC Australia as a Director, where he now consults to a range of private and public organisations across a variety of industry sectors including financial services, manufacturing, not for profit, professional services and education.

Rohan is also a member of various boards and advisory committees of private companies, not-for-profit organisations and educational institutions.

Rohan is a member of the Board of IRC Global Executive Search Partners and also heads the IRC's Education Practice Group globally.