The new partner, hired from a prestigious strategy firm, looked like the ideal candidate to build a major new practice area.
His new firm, best known for its operations and technology consulting, was delighted to get an experienced leader with a record of revenue generation, publications, and C-level client relationships who could bolster its historically weak strategy brand. From the new partner’s perspective, he would be operating on a broader platform that included stronger implementation capabilities. A win-win combination. And yet, what seemed like a perfect scenario quickly became a perfect storm. Click here for the complete story.
Leaders in new positions often fail for a few common reasons: due to unclear or outsized expectations, a failure to build partnerships with key stakeholders, a failure to learn the company, industry or the job itself fast enough, a failure to determine the process for gaining commitments from direct reports and a failure to recognize and manage the impact of change on people.
Onboarding coaching of the newly recruited or promoted executive can turnaround this high rate of failure.
Source: Getting Plugged In, Consulting Magazine, www.ConsultingMagazine.com