2. Assumption 1
They understand what is expected of them
You have high expectations of your newly appointed leader, but
do they really know what you and the senior leadership team
expect from them?
What leadership competencies will you use to benchmark their
success?
What qualities, characteristics and skills do you anticipate in a
strong and effective leader?
Communicate these expectations to your new recruit and you
will be setting the scene for an open, honest and successful
working relationship.
3. Assumption 2
They will fit into the leadership team
You have an established leadership team with a diverse
range of personalities and abilities. Some will welcome your new
leader with open arms, some may feel resentful or even
threatened by your new hire.
Which relationships does your new recruit need to build? Which
alliances do they need to develop to integrate them into the
team?
Provide your new leader with an honest overview of the
leadership team, the characters, their
idiosyncrasies and the underlying dynamics.
4. Assumption 3
Their new team will embrace them
If you have promoted internally, your new leader may be
responsible for their old team mates, some of whom could feel
resentful that they didn’t get the promotion.
Was their predecessor a tough act to follow or will the team
members welcome a fresh leader? How can you help your new
leader to get the most from their team, and develop mutual
respect?
Make sure you are available to support your new
leader through this potentially challenging
time.
5. Assumption 4
They have the people skills to manage a team
Few newly appointed managers arrive in their first
leadership post with the personal skills required to manage
a team.
They may have the technical expertises, but do they understand
what motivates people, or appreciate different personality
styles? Do they have the skills to deal with conflict situations?
Ensure your new manager has the leadership training and
coaching support needed to guide them through this potentially
stressful time when their performance is being
judged.
6. Assumption 5
They have sufficient resources to deliver results
A common complaint from new leaders is the lack of
resources available to achieve expected objectives. Whether it’s
headcount, budget, time or something completely different,
poor resources will hinder your new recruit before they have
even started.
How can you help your new leader to manage expectations?
How can you support them to deliver set outcomes?
Open the lines of communication sooner rather than later to
establish expectations, requirements,
resources available and what is realistically
possible.
7. Assumption 6
They are emotionally resilient
Your newly appointed leader has demonstrated that they’ve got
what it takes to do the job. They may come across as highly
confident and competent , but do you know how they respond
under pressure?
What strategies do they have in place to help them bounce
back when times get tough? How do they manage their
emotions and their stress levels?
Watch out for the warning signs, check in regularly that they are
keeping on top of things, it will save you time
in the long run.
8. Assumption 7
They will ask for help
If your newly appointed leader is struggling, it’s unlikely that they
will ask for help. They want to prove that you made the
right decision, and they are keen to demonstrate that they can
cope.
How can you ensure they prioritise their workload and manage
their stress levels? How can you keep tabs so that small issues
don’t develop into big problems?
Provide Executive Coaching to help your new leader maximise
their impact. Coaching supports them when
managing difficult situations and develops the
skills required to achieve results quickly during
this crucial period.
9. Helen Isacke is a qualified, accredited and highly experienced Executive
Coach and Master NLP Practitioner. She is also qualified to administer
psychometric profiling tools, the Type Dynamic Indicator (TDI), Learning
Styles Indicator (LSI), Management Team Roles (MTR-i) Ideal Team Profile
(ITPQ) and FIRO Elements B, S & F. Helen has also qualified in the use of
Clean Language techniques.
Helen has worked with leaders from a wide range of organisations,
including BSkyB, Premier Foods, Schering Plough, Kier Construction and
Yell.
Helen is known for empowering leaders to really make a difference. She
leaves people feeling inspired, motivated and keen to achieve more.
Helen is committed to her own personal development. She facilitates the
local Association for Coaching 'co-coaching group' and attends a
monthly Coaching Supervision group.
Helen is an accredited member of the Association for Coaching, an
affiliate member of the CIPD and holds Professional Indemnity & Public
Liability Insurance with Westminster Indemnity. A copy of the certificate is
available upon request.
www.crowncoaching.com 01628 488042
10. Maximise your Impact
in 100 Days
Call us on 01628 488042 to book your free consultation
www.crowncoaching.com 01628 488042
