Leader Integration Session

Transcription

1 Leader Integration Session Introduction The successful introduction of a new leader can sustain or enhance a team s effectiveness. Unfortunately, it often takes a long period of time for a team to learn about its new leader and to reach a common understanding about expectations and operating style. This can present challenges to both the leader and the team. This overview describes a process that can be used to accelerate the integration of a new leader. It can be used with experienced or inexperienced team leaders, and with existing or newly formed teams. It may be particularly helpful when a new leader is taking over from a long-term leader or when a new leader is relatively unknown to the team (e.g., from another function, region, or company). This process allows everyone to ask questions and hear answers at the same time, reducing ambiguity and misunderstanding. When used: Upon arrival or promotion of a new team leader. Who facilitates: Session conducted by HR or trained internal/external Facilitator. Intended result: To accelerate the orientation process for new people leaders by facilitating a getting to know you session with the team. Objectives: Provide a forum for a work group to get information on a new leader Set climate of openness and willingness to confront and deal with issues. Get expectations, concerns, issues and styles on the table as soon as possible Shorten the time required for a new leader to get up to speed Step One Meet with new leader Meet with the new team leader to set expectations about the session. During the meeting, describe the process and what it will accomplish. Show the leader the meeting agenda (see Section 1.1) and ask: What do you want to be sure that we accomplish during the session? Are there any specific questions or issues you want to address in the session? What questions or concerns do you have about the session? End the meeting by sharing the list of common questions a new leader can expect (see attachment 1.4) and ask the leader to think about how he/she would answer these questions. Step Two Schedule the integration session Establish who will participate and how they will be invited (see Section 1.2). Typically all direct reports participate but some exceptions may be appropriate. The facilitator can send out the invitation or the new leader can host the session. If so, then the invitation should come from the leader and not the facilitator. The meeting should be scheduled for at least 3 hours. 1

2 Step Three Conduct the session 1. Introduction (15 minutes) Leader kicks off the meeting by describing the purpose and creating an open, candid environment. Ground rules are established by Facilitator. 2. Capture information from the team without the leader present (1 hour) Present the key questions to the team: Post each question at the top of a flip chart page and ask the group to respond. Tell the group that they do not need to reach consensus on each response. Individual perceptions and points of view are acceptable everyone does not need to agree. Capture answers on the flip chart and then tape the pages on the wall so everyone can see. When the team has discussed the questions, give them a 30-minute break and invite the leader back into the room. 3. Meet with the leader (30 minutes) Tell the team leader that you will briefly share the team s responses and that he/she should take a few notes about how he/she would like to respond to the team. Advise the leader to be completely honest in her responses, as her responses will create expectations that the team is unlikely to forget. If the leader would rather not answer a particular question or is unready to take a position on an issue, then she should simply say so. If the leader feels that an issue is worthy of further examination or discussion, then suggest that she select it as an action item, and establish a timeline with the team. As you review the team s responses, you can advise the leader about questions or issues that appeared particularly important or emotional, as well as those that may reflect only a single viewpoint. Remember that confidentiality is essential, so you should not state who offered a particular response. After the leader has reviewed the team s responses, ask the group to re-convene. 4. Facilitate discussion (1 hour) -- Your role in this step is to facilitate the discussion, but the team leader should take the lead in responding to the information the team provided. This should not simply be a presentation by the team leader, but instead a dialogue between the leader and the team based on the information collected. To keep the discussion moving, you may want to suggest that some issues be captured as a future action item. During this step the team leader should: Correct misconceptions (e.g., something you heard about me is not true) Provide information/answer questions (e.g., here s how I want you to handle updates; here s my top priority) Pose questions (e.g., why have we done it that way?) Acknowledge understanding (e.g., now I understand how that has worked) Establish to do s (e.g., let s discuss this further at our staff meeting next month) Make commitments (e.g., I will notify the team whenever a particular event occurs) Thank the group for their input (e.g., I appreciate the suggestion) Step Four Follow-up Leader commits to any follow-up actions that may be needed. Follow-up to the session could include: One-on-one coaching with the leader Individual development planning Team chartering 2

3 Section 1.1 New Leader Meeting Agenda 1. Introduction/Expectations Participants: Leader and Team; with facilitator Timing: 15 minutes a. Conduct Brief Introductions b. Explain Reason for Session Teams often have limited info about a new leader s priorities and style New leader often unaware of some key issues/concerns Can take a while to figure each other out Helpful to discuss these as a group reduces guesswork, misconceptions Quick, safe way to communicate issues and questions c. Present Objectives To reduce the time it takes for leader and team to get to know each other To clarify expectations and operating styles To fill in missing or incomplete information To correct inaccuracies or false assumptions d. Describe Process Team discusses key questions (without leader present) Generates answers Leader reviews team s answers (without team present) Leader prepares for discussion We reconvene as a group and discuss issues Leader takes lead responding to team Team participates in discussion e. Explain Ground Rules for the Session Direct, honest input Confidentiality no names mentioned, speak for yourself No out of bounds questions Acceptable to say I don t know or I m not ready to answer that Support and respect each other Listen without judgment Honor commitments/agreements f. Highlight Key Questions Team Will Discuss What do we already know about our new leader? What else would we like to know about our new leader? What does our new leader need to know about us as a team? What is working well for our team? What are the primary issues and key challenges that our team needs to address? How should we address those issues and meet those challenges? What concerns do we have about our new leader? What one piece of advice should we offer to our new leader to be successful? 2. Team Answers Key Questions Participants: Team with facilitator (leader not present) Timing: 60 minutes a. Key Questions Presented to Team b. Team Responds to Key Questions ~ Facilitator captures responses on flipchart 3

4 3. Leader Reviews Team s Responses Participants: Leader with facilitator (team not present) Timing: 30 minutes a. Leader Reviews Responses b. Facilitator highlights key points c. Leader Prepares to Respond to Team 4. Team and Leader Meet to Discuss Responses Participants: Leader, Team and facilitator Timing: 60 minutes a. Leader Addresses Team s Responses Corrects misconceptions (e.g., something you heard about me is not true). Provides information/answers questions (e.g., here s how I want you to handle updates; here s my top priority) Poses questions (e.g., why have we done it that way?) Thanks the group for their input (e.g., I appreciate the suggestion) Acknowledges understanding (e.g., Now I understand how that works) Establishes to do s (e.g., Let s discuss this further at our staff meeting next month) Makes commitments (e.g., I will notify the team whenever a particular event occurs) b. Team Participates and Provides Additional Input Section 1.2 Sample Meeting Invitation You are invited to participate in a New Leader Integration session for [name of leader] on [date] from [start time] to [end time] in the [location]. The session is designed to reduce the time it takes for a new team leader and [his/her] team to get to know each other. To prepare for the session think about what you want [name of leader] to know about your team, and identify any questions you have for your new leader for example about [his/her] priorities, prior experiences, or leadership style. We will also discuss some of the key issues and challenges that you think the team needs to address and reach some agreements about future actions. If you have any questions, please contact me at [phone number]. Section 1.3 Additional Ground Rules General Information generated by this staff is kept anonymous. Your new manager will NOT communicate the information generated to anyone. Information can be shared only if the entire group agrees that it is okay to share with a specified individual. We all need to agree if it is ok or not to share this information with someone not in your workgroup. Your manager is NOT obligated to respond to all items. Your manager will understand that the responses generated may not necessarily be the consensus of the group. Your manager may ask for clarification from the staff during the feedback meeting. If he does not receive a response, they should proceed. It is important for you to realize that the greatest value of this process is for the new manager. 4

5 During the meeting Anyone can ask any question or make any statement. No one in the group is to answer the questions of another staff member. The new manager will do this in the feedback meeting. The facilitator will read back your comments to make sure that they have been recorded accurately and to ensure that the group knows what will be communicated with the manager. After the meeting One copy of the responses you have generated will be given to your supervisor. Additional copies can be made if you and the manager agree. Section 1.4 Common questions for the new leader Priorities What are your top priorities for the team? What do you want the team to accomplish? Background What did you do prior to becoming our team leader? What are a few key events in your career? What are your personal career goals? Performance What do you expect of us? How will we (I) know if we are (I am) performing well? How will we (I) know if our (my) performance has displeased you? How will you assess our (my) performance? What is your definition of a top performer? Risks, Mistakes, Innovation What do you do when someone makes a mistake? What should we do when we make a mistake? Should we check with you before trying something new? Are you willing to take risks? Is it acceptable for us to take risks? If so, how much? What type? When is risk taking unacceptable? Is it important that we make decisions and act quickly? How important is it that we avoid making mistakes? Communication How do you want us to communicate with you? How frequently? By what means (e.g., , meetings, cell phone, stop by your office)? Do you expect written status reports (paper, )? When do you prefer to receive information? What time of day? Should we make appointments to see you or just stop by? When, if ever, should we call you at home? (On your cell phone?) Are there any people or groups you would rather we not communicate with directly? Should we check with you prior to talking with someone? Who? 5

6 Decision Making How far down do you intend to push decision-making? Who will make decisions about X? When will we be involved in decisions? When do you like to involve others? What do you want me to do if I think you are making a mistake? Are your decisions final after you make them? Is it okay to approach you if I disagree with a decision? Ethics What should I do if my work puts me in an ethical dilemma? Do you have any strong sentiments about any moral or ethical issues? Leadership Style How often do you want updates and information? How do you handle conflict between team members? How do you want me to respond if you become angry? What are your own strengths and less strong points? Do you have any quirks or idiosyncrasies that we should know about? Personal Interactions How much social interaction do you want with team members? What do you prefer to be called (Mr./Ms./Mrs., first name, nickname)? Have questions or need more information on New Leader Integrations? Lynn M. Lorenz, SPHR President HR Goddess, Inc Regents Park Circle Sterling, VA (703) (office) (703) (cell) HRGoddess@aol.com 6