Genesis produces a Power Onboarding Webinar series hosted by our Co-Founder Michael Watkins, who is the best-selling author of The First 90 Days and Master Your Next Move, and a leadership transitions expert. Offered quarterly, the series covers topics related to onboarding and integrating leaders, teams and organizations. The intended audience is leaders facing career transitions as well as HR, talent management and leadership development professionals.
To gain instant access to our webinar recordings, simply complete the registration form and watch the 60-minute recording. The following Power Onboarding Webinar titles are now available on demand. Click on the title to watch the webinar, then join the discussion, share insights and get valuable feedback from your peers on the First 90 Days Linked In Group.
Michael Watkins and Harvard Business Review Press Executive Editor Jeff Kehoe share their insights and discuss leadership career challenges outlined in the newly updated edition of Master Your Next Move: The Essential Companion to The First 90 Days. Don’t miss this unique opportunity to take home insights from not one but two seasoned leadership experts, when we explore the most common types of transitions leaders face and the unique challenges posed by each, such as being promoted, leading former peers, onboarding into a new company, making an international move, and turning around a business in crisis.
In this Power Onboarding Webinar, Michael Watkins and Genesis Leadership Consultants Rose Hollister and Elizabeth Collins illustrate how Genesis helped a Fortune 500 global company onboarding 20K people each year design and implement consistent impactful onboarding journeys for employees at all levels. The process included the selection of an onboarding technology platform, linkage to resources for leadership development, guidance for orientation to the business, and First 90 Days support for transition acceleration.
Most newly-appointed leaders assume that they need to foster teamwork among the people who directly and indirectly report to them. Teaming is now seen as the workplace equivalent of motherhood and apple pie — invariably good. The problem is when leaders try to drive the wrong kind of collaboration on their particular teams. The result: wasted time and unnecessary frustration. Before embarking on any team-building activities or even setting up team meetings, leaders must ask themselves one question: Am I managing a high-performing group of individuals or a high-performing team?
If “the essence of strategy is choosing what not to do,” as Michael Porter famously said in a seminal Harvard Business Review article, then the essence of execution is truly not doing it. That sounds simple, but it’s surprisingly hard for organizations to kill existing initiatives, even when they don’t align with new strategies. Instead, leaders keep layering on initiatives, which can lead to severe overload at levels below the executive team. With record low unemployment, companies that do not adjust the workload are also at risk of losing valuable talent.
When people move into new leadership positions they are often left to their own devices. As a result, they may flounder before finding their bearings, or indeed derail at great cost to the organization. When Terrence Donahue joined Emerson as Corporate Head of Learning and Development, a company with an already praiseworthy talent development culture, he analyzed performance data from business units across the company and found that 22 percent of Emerson’s underperforming sites directly correlated to failed leadership transitions. This was sufficient evidence to support development of new skill building into the leadership curriculum. Donahue had read The First 90 Days by Michael Watkins and approached Genesis to co-design and implement a customized enterprise transition support program that would be rolled out globally.
It is an astonishing fact that "sink or swim" is still a common modality when it comes to executive onboarding. What makes this lack of support at such a pivotal point in an executive’s career puzzling is its stark juxtaposition with the amount of money invested in the hiring process, the high cost of derailment, and the fact that unsupported transitions are twice as likely to fail as their supported counterparts. Now, consider the natural flow of human capital in an organization and the ripple effect of unsupported transitions on the workforce, and you begin to see how truly crucial enterprise-wide transition support is to an organization's overall performance.
Many businesses think they are doing a good job of executive onboarding when they actually aren’t. Nearly all large companies are competent at the administrative basics of signing up new hires. However, many do surprisingly little to help onboarding executives understand the business, integrate into the culture, and connect with key stakeholders. Companies vary vastly in how much effort they put into the integration of executive hires, with major consequences for time to performance, derailment rates, and talent retention.
Companies often do not provide enough early feedback to new hires and so set them up to fail. In this webinar, Michael Watkins will discuss research on the primary reasons for new-hire derailment and explore what bosses and HR partners can do to reduce failure rates and improve time to performance. He will also tell you about our First 90 Days Transition Progress Assessment, a powerful, easy-to-deploy 360º-style assessment that automates the collection and reporting of evaluations from bosses, peers, reports, and other key stakeholders, providing actionable feedback just in time.
Participating Organizations Include
Nike – Amazon – BASF – P&G – Yahoo – Johnson & Johnson – GSK – JP Morgan Chase – Nestle – UPS – Shell – Telsa – Proctor & Gamble – Verizon – Thompson Reuters – Hewlett Packard – S&P – General Mills – Hershey – John Deere – Avista – Humana – Mercedez Benz – Bose – Eaton Corp – Ingersoll Rand – Millicom – Dick’s Sporting Goods – American Red Cross – UNITEC – Clear Rock – Bayer AG – Danske Bank – NATO – Lego – FOX – Teva Pharmaceuticals – Harley Davidson – General Motors – Elsevier – Harvard Business School – Centura Health – UNC Kenan-Flagler – Rutgers University – DFS – Black Rock – Emerson Electric – Bristol Myers Squibb – INSEAD – IMD – Danone – Barnes Aerospace – Intel – Colgate Palmolive – PwC – LG – Amtrak – UCSF – Pinterest – 7-Eleven – Prudential - Caterpillar...