The 80% that think they know, aren’t open to new ideas.
We know 40% of new leaders fail in their first 18 months, either getting fired, forced out or quitting. We know over 90% of the people we’ve helped accelerate their onboarding were either in place or promoted during the same period. At the same time, more than half of the people offered our help and turning it down fail.
One of the main tenets of successful executive onboarding is converging and evolving. New leaders must become part of the team before they can help it evolve. On the other hand, those open to input invite help all the time, making others feel needed and valuable. They tend to see these new leaders as less of a threat, making it easier to accept them. Then, when those new leaders eventually float ideas for changes, their ideas our more easily accepted as coming from one of us.
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