You want to do the best you can and show them why hiring you was the best decision. On you go into the office. Here’s your desk. That’s all. A chair and a desk, not a computer in sight, apart from those being used by other people. No one says anything. You go over to someone and ask about it. They give you the IT guys extension number. He’ll be over to sort it – in a while. Here he is! Computer hooked up. Bye. What’s my login? Um, we’ll sort that for you. More waiting. After trying and trying you had to wait until the end of the week! What on earth?
What happened to your motivation? Less of a bang than a whimper, I bet.
This couldn’t happen! Money lost.
It did, I know because it happened to me – in more than one firm.
It could be because yet another sales person really doesn’t figure as important enough, but aren’t sales people the ones who sell stuff for money?
This happened because although HR was responsible for the transition of a new executive into the firm, they didn’t join the dots with the office they worked in, apart from the paperwork and tour of the offices.
It is important to know and monitor how quickly a new staff member gets started and becomes productive. It is!
Then, there’s the parachuting boss:
Here’s a true story I have had permission to share …
One client of mine fell victim to nepotism. Let’s call him Tim. In the new colleague walked to a huge number of leads generated from scratch by Tim, while starting a new sales arm for the sales director. Looking forward to meeting him my client was pleased to have a colleague in the new division. Tim was friendly and tried to be as helpful as possible. The colleague put their stuff down on their fully kitted out desk and said something like ” You work for me now, everything you’ve done and will do goes through me. I will be taking all client meetings and signatures on contracts.” End of conversation.
Pardon the language, but talk about having someone piss on your chips! Tim felt completely without allies because the new ‘boss’ was later found to be the owners nephew. No one told him. There was no warning of what had happened either. There was no team, this was a hostile take over, by someone who proved able to screw up deals and pass the buck. It did not end well. Tim’s reputation was damaged badly. The director he worked for looked at him, incredulous. How could he have made such a bad selection?
How indeed? Money lost!
My client was sacked. He had been so demoralised he said he felt like he had been assaulted. Tim could not believe what was happening at the time and the way he was treated affected his self esteem so badly he literally stalled. The new boss had done a real number on him and took all the credit when anything good happened. Tim did not have the confidence to find a new job before it ended. Money Lost!
After a while Tim told me about his background. It was obvious he was articulate and intelligent. So what else had contributed to his staying too long in a job which had turned toxic? His parents had been very dramatic part of his life. They were very negative and trapped and had made him feel trapped too. There was no extended family to intervene on Tim’s behalf. He could not get out of his otherwise loving family as a kid. No one wanted to know his business because no one was supposed to know. That’s what Tim remembered he was told every day by his dad as he had his tie his tied for school, so he kept his mouth shut.
Through our conversation Tim recognised and expressed how his earlier home life had sent him out with his hands tied behind his back. He wasn’t comfortable making his needs known, or saying anything which would gain him what he perceived as bad attention. In a different version of events this new boss needed to be taken on firmly and immediately. He needed to be told that Tim had done all the work and would be treated better than this persons’ announced intentions. Tim would have had gone to his sales director for clarity, irrespective of whom was related to whom. His sales director had in reality left him to it and Tim had floundered badly. Money lost!
The solution sounded easy, but even thinking about it in hindsight was uncomfortable for Tim. What if it happened again? Tim decided to look at his decisions and how he had not really let himself have any control over how he was treated by others. He felt a huge amount of sadness, anger and then relief, realising that in reality he could actually decide how he felt about these things. He decided to treat this episode as a valuable learning experience. His thought processes were now on a new track. Tim felt good about leaving it behind. His body language changed from defensive and nervous to comfortably confident. That particular coaching session was extra long, but it was so worth it.
The management had had no idea of what was being done to Tim by this new hire, so there was no opportunity to fix it. They did not need to know about Tim’s early life, they just needed to know how the hire was settling in and how they were treating their colleagues and being treated by them. If they had been able to take a lead, perhaps things would have been more successful all round.
Tim is okay now. He’s got a good family life of his own and is doing a job he loves.
Well done Tim!
How does a firm ensure everyone keeps their production levels up when someone new starts work? A new manager must be supported so they don’t become a turnover statistic and also so they don’t cause demotivation or loss of valuable staff. Money saved!
This is why coaching prior to a new appointment can be very useful to your organisation. People can be complicated, but business has to be profitable or you dear boss may be the one out of a job. I don’t always do subtle. Avoid fire fighting, Keep people motivated and productive even during transition. The transition affects people around the new hire too. This three to six month process will help you identify and address issues more smoothly. Communication and relationships will benefit cohesion. You will be more able to effectively strategise team and business development knowing more about what is actually happening then you thought you had before coaching. Money saved!
Things to focus on – Coaching focus and due diligence
Sourcing institutional memory across the organisation concentrating on
Those in your firm who contributed to success in the past. Examining perceived failures or impediments/blocks.
What does the present look like? This means how the firm is being seen and wants to be seen, including the people and systems used now.
What about the future?
What challenges are likely to be faced? Which factors holds people, systems or the firm itself back from proactive behaviour? What would be the ideal culture compared to now?
Is your firm consciousness about presence, using symbols/branding?
Is it aware if how these are exercised and experienced both inside the organisation and outside it?
What is being assumed? Is it a norm? For whom? What needs to be addressed?.
There’s a new role or hire for an existing role. What is the clear purpose? Coaching can help you Identify the purpose of the new role, with you deciding where to exert focus most effectively.
The circle of relationships in your organisation. Coaching can bring a fuller awareness of how, where and when things are done – relationship mapping. Money made.
Statuam … Coaching at your speed … Let’s see where it takes us.