Building Resilience, Powering Performance

Have you recently hired a new manager for your team?

You must be relieved to have finally found someone who seems to be a good fit for the position. You are waiting for the person to get started. The candidate has good experience and qualifications, and you are confident they will hit the ground running!!

How much of a part are you willing to play to ensure the candidate gets off to a good start?

You might think you have the necessary onboarding procedures established to do that. And while you might have nailed it in terms of facilitating the paperwork, getting system access, meeting compliance requirements, arranging facility tours, mandatory training, providing workstations, etc., onboarding experienced candidates requires much more than that. 

Companies hire experienced managers for their expertise and skills. However, when they join their new organizations, they lack one necessary component for success, i.e., relationships. This is a crucial area where timely support and your direct involvement as a boss play an important role. Given below are three simple steps you can take to set them up to succeed –

  • Formally introduce to colleagues – The new hire is often announced by email to the relevant departments and people via email. This is an essential first step. The next is a formal introduction with the colleagues they would be working with on a daily basis, either in person or online. The team needs to know why the new manager is hired. New hires also need to know the people they will support and whose support they will need to achieve their goals. They will get going more quickly if they are clear about their role, the people they support, and the support available to them.
  • Demonstrate support – You may be convinced about the credentials of your chosen candidate, but not everyone on the team may agree with your choice for a variety of reasons, e.g., they were interested in the position but were not selected, they wanted this role for someone they know, they had a good relationship with the previous incumbent, or they may simply not believe that the candidate you have chosen is the right fit. Although they might not be in a position to disagree with you, they might withhold support for the new hire. Such covert resistance can make it difficult for the new hire to work effectively. As the hiring manager, you must demonstrate your support to your team member and help them deal with these situations.
  • Facilitate strategic networking – Beyond the colleagues that the new hire will interact with regularly, there are other people who are crucial for their success and development who may not be immediately apparent to them. As the boss, you can help your team member be aware of these people, introduce them, and share why they are important and how best to engage with them.

You have the highest impact on your newly hired manager’s success within the organization. After all, you know best what they need to deliver and what it will take for them to succeed in your company. You also stand to gain the most from their achievement. Ensuring that your team member establishes the right relationships at work is a major way you can support them.

PS – This was first published on LinkedIn as a part of ‘Your Career Matters’ series.

I would love to know your experiences with setting lateral hires for success. Do share via comments below.