Leadership development doesn't end after the first 90 days.
We are proponents of Michael Watkins’ The First 90 Days approach to onboarding. But we see a couple ways that it can fall short in implementation.
First, leadership development is not a sprint. While we want new executives to accelerate their contributions, learning how a new organization works takes more than three months. The issues that executives face aren’t always immediately apparent.
Second, we downplay “quick wins,” because they usually have little strategic value. Executives must demonstrate that they can have an impact. They will look for ways to add value so alliances can grow. But quick wins often do little more than buy some time to learn corporate culture, politics and critical relationships. We help execs see the long game.
First, leadership development is not a sprint. While we want new executives to accelerate their contributions, learning how a new organization works takes more than three months. The issues that executives face aren’t always immediately apparent.
Second, we downplay “quick wins,” because they usually have little strategic value. Executives must demonstrate that they can have an impact. They will look for ways to add value so alliances can grow. But quick wins often do little more than buy some time to learn corporate culture, politics and critical relationships. We help execs see the long game.
Professional confidants just a phone call away.
Executive Springboard mentors bring years of corporate experiences to their perspectives. They understand the functional language the executive speaks. They recognize trouble spots before they occur. They share what they've learned from their own mistakes. Mentors provide honest feedback. And the confidential nature of the long-term relationship creates a safe place where the executive can expose vulnerability.
Mentors and executives have an intensive calendar of Skype or video meetings, extending for 12 months. These mentoring sessions are augmented by unlimited email or text access.
Mentors and executives have an intensive calendar of Skype or video meetings, extending for 12 months. These mentoring sessions are augmented by unlimited email or text access.
We guide executives through the obstacles that can derail them.
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Mentors provide insights on how to navigate the culture, relationships and politics that the executives face. There are often obstacles that are not obvious; the mentors can help executives extend their radar. Executives will enter their new positions with expectations about the situations they will face, the roles they will play and how their previous successes will translate. Executive Springboard mentors address disconnects between expectations and reality. Mentors hold executives to commitments while counseling flexibility. They encourage jettisoning “employment baggage,” if it becomes obvious that previous roads to success won’t work in the new organization. |