Smart Deals in the Board Member Recruitment

Smart Deals in the Board Member Recruitment

Getting a management position can be a positive event, but also a stressful moment for the new manager and the company. It is indeed during the first few weeks that the opinions of everyone on the new arrival are formed and vice versa.

Even if everyone wants this integration process to be successful, it should be noted that the probability of an employee not retaining his new management position after 18 months is 40%. With a little perspective, we realize that two principles invariably influence the ability of a new manager to successfully integrate: his demonstrated humility and preparation. For the recruitment of executive board this is important.

Humility: a question of attitude

The important thing is to remember that any new manager has a lot to learn, that he will need others to understand very quickly the situation of his team, his management and his company. If he wishes to obtain this essential collaboration to his success, he has no choice but to adopt an attitude that is not effaced, but humble with others, by holding a speech in which he will highlight:

  • the privilege of working with them and for this company
  • his recognition of the great expertise that surrounds him
  • his anticipated pleasure in learning from others

His intention to take the time to fully understand the context of the team, its history, the functioning of the organization and its components, before proposing any new idea, in respect of those who occupied this role before him and of his employees.

Preparation: before and after

Some topics should be discussed with his immediate supervisor before his entry into office:

  • expectations and deadlines for deliverables and resource management (to be repeated regularly)
  • his apprehensions
  • his role and responsibilities
  • the desired mode of operation
  • information about the team

When a new face appears at the head of a team, it usually creates some nervousness. Everyone wants to know what you are going to want to change and what orientation you plan to give the team (read also the column: “7 tips to optimize the first meeting with your new boss” ). Be as open and transparent as possible about your intentions, and unveil them as quickly as possible. You can start by sketching a 30-day action plan. Even if you do not yet have an opinion on the business itself, you can tell your employees what you want to study and evaluate. The more you are open, the more the members of the team will feel free to show themselves, too, sincere and spontaneous. Your strategy may not yet be clearly defined, but you can already discuss your values, your priorities, and share your observations.

Spend some time doing the tasks your team is doing yourself. You will be recognized as a leader who sets the example and, at the same time, you will be able to judge for yourself the challenges that your team members face on a daily basis. . boardsi helps with board and advisory opportunities, read the boardsi review here.

Categories: Business

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