Success Follows Failure - Lessons for Experience New Hires

Getting hired for the job is 10% of the goal, doing it outstandingly is the remaining 90%.

Experienced new hires (ENHs) often come and chat with me when they want some ideas about how to do outstandingly in a new environment and culture. Typically all come in with a strong point of views, want to create value and are in a hurry to prove their worth. They make assumptions about the company and its people. It's amazing how many ENHs come to the same conclusion - "The old guard cannot unlearn old ways to embrace change."

I listen to them, rarely interrupt except to clarify, not to dispute or debate. I wait until they ask for my thoughts and I offer these -

1. Don't behave like an outsider. ENHs are smart enough to never say "This is how we did it in my previous company." But they continue to judge their new company based on a previous reality. Why? Because they haven't taken the time to have deep conversations to understand the company's history, culture, legacy, past heroes and worse sinners. Which means they don't understand a. how important and complex decisions are made, b. how support is given or withdrawn, c. why some are rewarded and others are punished, and d. how to detect nuances and read between the lines. Instead of asking to understand - they ask questions to prove the current way is the wrong way, It's good to look for flaws, but also important to be balanced and acknowledge good practices too. Stop behaving like an outsider and start respecting your new company and the people who serve it.
2. Go Slow to Go Fast. ENHs want to get a win quickly. And the easiest way to get a win is to transplant a successful practice from the 'outside' and make it work on the 'inside'. So they make promises to senior leaders to get their recommendations approved and begin the 'transplant. But when they start executing their plan they have not communicated the WHY effectively, build relationships or gain trust and support from people on the ground. Then execution becomes a nightmare. Datelines are missed, budgets are stretched, complaints are rife, and they can't deliver on promises. They needed to go slow - explain, and communicate the need and benefits for change before trying to go fast.
3. Earn Trust. When ENHs mess up points 1 and 2, they also erode trust in them. Look, we are not looking for clones. The reason why companies hire experienced executives from the outside is to gain new perspectives and implement innovative ways of doing business. But if an ENH acts like a bull in a china shop how can one gain trust and hence support? Why would anyone trust you when you disrespect their past achievement, discount their ability to navigate the future and make promises you cannot keep. Especially at the senior level, it's not only about strategy or your title. It is more about what you stand for, your values, vision and do your people trust you. TRUST - by itself it cannot guarantee success but without it, success becomes elusive.

After listening to me, some say "I want to know more. " And those who are not quite convinced, would still take pause to reflect and rethink their approach. But there are a few, who try hard not to roll their eyes as I speak. They are respectful but also unconvinced and may think I am one of the "old guards". I remember one particularly well.

He was a C-suite new hire. We had met earlier and I gave him my usual 'talk'. But after a few months, he came to see me again. I knew he was in trouble cause the top 2 leaders in the company had discussed his performance with me.

He shared “I am not making a difference. Better if I leave.”

I said, “You haven’t earned the right to resign. This business is a supertanker. Have to push. Then wait for it to turn. Push is easy - Waiting is hard. Will you wait?”

He stayed! Over time, he learnt to stop thinking like an outsider, became one of us and went on to help the 'supertanker' navigate the turn.

Time pass. I left the company but I don’t forget people and wondered how he was doing. One day, he called me. "Remember, I wanted to stay for 2 years. You said 4. I am still here. They made me CEO of the JV.” l have never been prouder!

Many ENHs stop trying or are ready to resign when they hit the brick wall. I don't get it??? They just had a failure and a powerful lesson. This is the time to be thankful that leadership continue to be supportive, reflect on hard gained experienced, regroup with a better plan and try again. So here is my 4th and final lesson - It's OK to fail, but not OK to give up when you are given another opportunity. Reflect, Regroup and Try Again. Then success follows failure.

Agree?