Meet the New Boss - Help Me Craft an "Assimilation" Session...

As you probably know, I switched gigs, moving from SourceMedical to DAXKO.  I need to riff a post on my first few weeks at DAXKO, but for now, I need your help.  DAXKO does a very solid job of initial onboarding, so I've been in a lot of informational sessions that have helped me figure out what's going on.

As those thin out, it's on to figuring out how I fit in with the team I have, and a big part of that is giving them some notes into what makes me tick so they can be more comfortable with who I am. 

At the start, that means some type of formal activity to lay a lot of stuff out on the table.  Take a look at the note below and tell me what I'm missing.  What can I add to this that will be valuable in breaking the ice and fast forwarding the team regarding their comfort level with who I am and what makes me tick?

Hit me in the comments with your brilliance --

Sent: Wednesday, March 25, 2009 5:48 AM
To: KD's Team Members
Subject: KD Bears His Soul

Hey Team –

It’s Manager Assimilation Time!  Next Friday (assuming everyone’s here), I’m going to do a manager assimilation session with the following elements:

1. I’m doing the 25 Things About Me deal from Facebook – That’s me offering up random bits of information about me so you can get to know me a bit better… be afraid… be very afraid…

2. I’ll be going over my Strengths from the StrengthsFinder deal from Marcus Buckingham…

3. We’ll be putting my DNA under a microscope by going through my DISC profile…

4. You should prepare any questions you have for me as a team on a flip chart.  I will answer ANY question you have truthfully and honestly.  I’m appointing <name removed> as the collector of questions, and she’ll write the questions on a flip chart in one set of handwriting, after which I’ll answer them all.  You all have to ask a minimum of 10 questions per, but you can ask more.   No restrictions – it can be professional, personal, etc.  You should dig to your heart’s content, and one set of handwriting means I can’t judge who’s asking.

<Name removed> will sign a waiver committing not to disclose the question asker to me, and also bears the burden of me wondering if she asked the question since it’s in her handwriting, which should free you up considerably.

Any questions?

Thanks - KD

Comments

[George Bradt]

Lots on this in our book, The New Leader's 100-Day Action Plan. You can download the executive summary or order it off our website www.primegenesis.com.

You may also want to check out www.NewJobPrep.com for an online self-managed work stream to help you craft your own 100-Day action plan.

Bottom line, assimilation is a critical part of the onboarding process. Just by thinking things through in advance, you are ahead of the curve.

George Bradt
PrimeGenesis Executive Onboarding
www.primegenesis.com

[Todd Schoolman]

I like it. My only suggestion is don't forget the "informal" part of meet the new boss. Some of your team may not get the same value out of a formal (for lack of a better term) meeting. A beer or two, something smaller and more informal can sometimes get people on the same page quicker.

Do have a 90-100 day action plan -- don't know about George's book, buy my fav is "the first 90 days" by Watkins from Harvard Business School Press.

Todd

[Sue Edwards- Onboarding Coach]

Hey KD,

Love the level of transparency and approachability you're setting up here. I've collected many stories of leaders who have gone in with a "Here's what you need to know about me" open book approach, which has shaved months off the arms-folded-across-the-chest I'm-checking-you-out dance with direct reports, peers and internal clients. Given that your presence is already strong in the online world, the troops may already have some sense of "knowing you", so I would particularly recommend you focus on "what's surprising"...what people may not expect given your online persona...what's difficult for you etc.

I received fbk from a client a few days ago in response to some reading I'd sent him and tips we discussed. He observed that his most valuable behaviours in the first 60 days have been "seeking to understand, avoiding judgement and celebrating what the team has accomplished to date", which has resulted in the team going out of their way to expedite his learning curve. So I wonder about the "part 2" of this meeting, which is "What do I need to know about you?" You've no doubt already laid this out in your head, but if you haven't mentioned that there will be a "part 2"...I would ensure that you do signal in your Friday meeting that of course you will be spending a wack of time being curious and listening to get to know similar insights about them. Of course lots of this will be in one-one-one discussions, but there is value in some of the "What do I need to know about you?" being with the group. There is a "group persona" and dynamic that can be powerful for the team to help to articulate together.

To complement Michael Watkins' and George Bradt's books (both of which I use with my clients), I'll send you a copy of a workbook I've developed, Wow Them In Your New Job! (and Reduce Your Overwhelm) www.clearingthe90dayhurdle.com/workbook.shtml Clients were looking for an accessible read during the ramp-up phase and asked for bite-size learning and short self-reflection exercises to force themselves to stop and notice what they are doing & learning in their first 90 days.

Enjoy the meeting!

Sue Edwards
www.clearingthe90dayhurdle.com
http://twitter.com/onboardingcoach

[Lynette Silva]

Hi, Kris. Terrific approach. As it happens, I just read a Corner Office (NYT) article on the CEO of Amgen who posed these five questions to senior staff when he took over:

What are the three things you’d like to make sure that we keep? What three things would you like to change? What is it that you would like me to do? What is it you’re afraid I’m going to do? And then, finally: Is there anything else you want to talk about?

Article here if you want the context: http://www.nytimes.com/2009/03/29/business/29corner.html?_r=1

[Lisa]

Love your spin on the assimilation process!

Echoing Sue's comments about alotting some time for your new team to share with you "what you should know about us"...particularly if you're moving into an already high performing team. It's a good opportunity to get some insight into what the team thinks is the secret to their success, where their opportunities lie and gives them a chance to be heard on the front end of the process. Depending on the circumstances, you might also want to probe the team's thoughts around "what we expect from you".

Best of luck at the new gig!

[bhampel@connectthedotsconsulting.com]

Hello Kris--congratulations on your new role and especially for the way you are approaching your onboarding process! I concur with the input that you have received thus far. A couple of additional suggestions: identify "early wins"--what are the things that are important for you to accomplish early on that will pave the way to accomplish your larger, more complex objectives. The information gathered in your NLA may help you identify you early wins.
Secondly, gather early feedback from your key stakeholders. Perceptions and opinions are forming about you "as we speak" I invite you to check out our early feedback survey, Are You Connected?,that gathers feedback on 7 key indicators of onboarding success from key stakeholders. Here is a link to our site that will give you more information: http://connectthedotsconsulting.com/feedback.htm
We recommend that you use the survey at about the 60 day mark in your new role.
Good luck!

[Susan]

Kudos for thinking about assimilation and giving your team a chance to get to know you. I totally agree with Sue re. the "Part 2" session. Your team is going to be keen to help you get to know them - their accomplishments and existing work processes that have been effective to date. Making it clear when and how that will happen is critical. I also agree with the "First 90 Days" recommendation - great book.

I'd also point you toward the phases of team development. I'm sure you're familiar with the forming, storming, norming, performing framework. It definitely applies whenever a team changes, even if just by one person. And especially when that person is the leader. Your team will be wondering - what is Kris' view of my role? What will he want me to do? There may be a period of storming as people with different workstyles or expectations adjust to you, and you to them. It's helpful to call these out in order to speed your progress into the performing stage.

Giving your team a sense of your plan for the way forward (will you be consulting, meeting 1-on-1 with them and others, prioritizing objectives, focusing on one critical area, looking to re-org, etc) will help them support you as you forge ahead.

Good luck!

[Kris Dunn]

Hey Gang -

Thanks for all the great thoughts. I'm making a list with your thoughts and feedback and am definately going to incorporate what I can, including similar sessions for the team members, in the group environment if they're comfortable with that.

Thanks to the 3-4 of you who were less positive about the approach and emailed me feedback. That's valuable as well...

[Kathy]

Good idea...but I'd recommend you change the order of your list. Move #4 to #1. As you have it listed right now, it appears that you're putting on the
"me me me me me" show rather than making staff interaction most important in this process.

Also, it's KD "bares" his soul, not "bears". Just to keep the nit-pickers calm. (Can you tell I'm a business communication/writing trainer?)

Good luck.

[Travis Smith]

What about them? Being a manager, rather a leader, of people is more about your people than you. So, like Kathy said, try to focus on them a bit more. Get to know them. What about their 25 Random Things?

Also, what about hobbies and interests? Favorite books, etc?

Also, I would be sure in your DISC assessment to discuss communicating checklist: how to communicate with and how not to communicate with. Also, take it a level further, and ask, "How could/would my style possibly offend, disturb or whatever you and your style?" If they've taken the disc then it should be easier. If not, you may want to consider running the entire team through it. A friend of mine (http://riverstoneway.com/) uses the DISC to do discuss team dynamics and interpersonal relations!

[Nike Air Max 2009]

You're probably on more lists like these yourself than you realise.

[Nike Air Max 2009]

You're probably on more lists like these yourself than you realise.