Maio de 2020 - Onboarding a New Leader - Remotely

Earlier this month Harvard Business Review polled leaders about their companies’ current onboarding practices. Of the 125 who responded, 75% said that their organizations were still onboarding leaders. However, only 17% indicated that their organizations had developed systems for onboarding new leaders into remote-work environments. That’s a big gap, given that most onboarding is happening virtually now and that the stakes in quickly getting new talent up to speed have rarely been higher.

The good news is that it’s quite possible to onboard new leaders effectively into a remote-working environment. The biggest barrier is probably mindset. Here are some principles to guide you.

1. Be crystal clear about short-term objectives.

Like every leader in transition, your new hire needs to quickly figure out how to create value.

2. Provide a structured learning process.

Provide information in a more structured manner. You need to help your new hires get a broader and deeper view of the organization and their role in it.

3. Build a (more) robust stakeholder engagement plan.

Help your new hires identify, understand, and build relationships with key stakeholders. First identify the key stakeholders, reach out and align them on the objectives you have set for your new leader.

4. Assign a virtual-onboarding buddy.

Good buddies play four key roles: (1) They help orient new hires to the business and its context (2) They facilitate connections to people whose support is necessary or helpful (3) They assist with navigation of processes and systems, and (4) They accelerate acculturation by providing insight into “how things get done here.”

5. Facilitate virtual team-building.

This process creates alignment and connection between a leader and their inherited team. The facilitator asks questions and summarizes the resulting insights and uses them to guide a conversation between the leader and the team.

6. Consider hiring a coach.

They are particularly helpful when they understand the organization, the company culture, and the stakeholder environment. Buddies and coaches play complementary roles in advising new leaders on the challenges they are facing and providing a safe space within which to discuss them.

Adapted from :