Paving the way: New Leader Assimilation
Updated: Jan 30, 2023
New Leader Assimilation is a unique and powerful leadership opportunity. Using a structured process facilitated by an external agent, an organization can accelerate the integration of a new leader into the fabric of the group. The New Leader Assimilation or NLA process has the new leader introduce themselves to their team enabling the organization to learn about the new leader. Simultaneously the new leader is provided an opportunity to learn about and from the group. The NLA process uses an external facilitator to create a team-based interaction during which new working relationships may be developed. The new leader provides insight and answers to all team members simultaneously making the process more efficient and effective relative to a traditional onboarding process. This two-way rapid communication element is at the heart of new leader assimilation. The NLA process is a non-threatening method to create a dialogue between the new leader and the team to quickly answer pertinent questions and to rapidly learn about shared team concerns and to generate opportunities.
The New Leader assimilation process understands the disruption which often accompanies a leadership transition. Recognizing the distractions that will occur, the use of the NLA process can turn the situation on its head. Rather than being a disruption, the new leader’s arrival can be a source of strength for all involved. The NLA process converts what is normally a distracting event into an opportunity for communication, relationship building and collaboration.
The goals of new leader assimilation are to enable open communication, develop trust through transparency and set a foundation for successful outcomes. An additional goal is to enable the new leader to rapidly learn about the culture, norms, and behaviors of the organization. This can be critical contribution toward the leader accomplishing “early wins” while also avoiding preventable gaffes or missteps. The benefits of a new leader assimilation engagement generally include an accelerated integration of the new leader into the group, more effective communication, enhanced trust and increased employee engagement and retention. A corollary is that the team shares the experience in a group environment where all are involved and thus maximizing a common perspective while minimizing the use of rumor and hearsay to fill the information voids common during leadership transitions.
The role of the coach is crucial towards the success of the new leader assimilation process. It is imperative that the coach rapidly establish credibility with the leader’s team. The coach must engender trust with the leader and with the team members. The coach must ensure strict confidentiality relative to any information provided by a team member to the coach. The effective coach will create a meaningful engagement for all involved. The coach will also ensure the key issues are identified using the confidential input from team members and help the leader prepare to address the topics generated from the team’s inputs.
The role of the leader is paramount to the outcome of the new leader assimilation process. The leader will need to be genuine, transparent, and receptive. The genuine nature will be valued by the team members as they get to know the leader as they are and not as an artificial persona. The leader who communicates with transparency will engender respect and confidence from the team members. Finally, the leader who demonstrates receptiveness to learning about the team and the issues that concern them will accelerate their integration into the group. The NLA process is not a time for the leader to state “this is how it will be” but rather to communicate, “I’d like to learn how it is and what opportunities and challenges do you foresee.”
The new leader assimilation process may be engaged for a variety of scenarios. Here are a few illustrative examples. Use the NLA process when:
a new leader joins an organization for the first time,
an incumbent leader is promoted to a new role within their current organization,
the organization is re-designed or re-structured and leader / team roles are modified,
ownership changes of the organization,
a merger or acquisition occurs.
The NLA process is generally conducted in a single, full-day engagement or two, back-to-back, half-day sessions. The typical atmosphere is a “workshop” or “working session” vibe. The immersion in the process enables the leader, the team, and the larger organization to accelerate the integration of the leader at a pace that is faster than if NLA was not used. Further, the quality of the integration can be substantially higher when the leader and the organization utilize the new leader assimilation process. A best practice is for the new leader to follow up within the first week with a one-on-one meeting with each direct report or team member who participated in the NLA process. An additional best practice is to conduct a shorter ½ day, coach facilitated follow-up session approximately 4-6 months after completing the NLA process. The follow up session enables the group to re-gather in a non-threatening environment and assess their progress toward goals identified during the NLA workshop.
The new leader assimilation process normally includes these elements:
Use of an external agent (coach)
Coach-leader preparation session before the team NLA workshop
Coach facilitated team meeting introducing the NLA process to the leader and the team
Coach led one-on-one conversations, with each team member, using a pre-developed set of questions,
Note, a common variation is to use a group conversation rather than one-on-one conversations during with the group works with the coach to identify the key topics, questions, and themes of interest
Synthesis of input from the one-on-one conversations by the coach with a keen eye on non-attribution and the creating of key topics, questions, and themes
One-on-one session between the coach-new leader to preview the key topics and themes in preparation for meeting with the team,
Coach facilitated team meeting in which the leader engages in a dialogue with the team during which the leader speaks to the topics, answers questions and highlight’s themes identified from the team’s comments. Further, the leader should anticipate answering, on the spot, questions that derive from the leader’s comments.
· Following the NLA workshop, a debriefing between the coach and the new leader during which they develop a concise action plan for the leader to follow up on key opportunities and challenges
Axion views New Leader Assimilation as an extension of coaching. The NLA process may be incorporated into an executive leadership coaching engagement or high potential coaching relationship if the client chooses. Using the New Leader Assimilation process at the beginning of a coaching relationship can accelerate the relationship and provide both the coach and the leader insights that will add value. Axion will provide this coaching service if applicable and when the client selects this option. The NLA process will be tailored to the needs of the client.
Bob Ellithorpe
