Even with the best possible exchange of information during the recruiting process, any leader in a new role (especially an outsider) will have an incomplete picture of the business—its strengths, weaknesses, opportunities, and threats. A new leader builds his or her credibility by demonstrating awareness of important operational issues, swiftly solving urgent problems, and identifying and achieving quick wins.

Our consultants helps you make good early decisions on the ground to have a material impact on new hires reputation as an effective leader.

Striking the right balance between your organization and your new hires requires careful planning and coordination with HR and, typically, one or more facilitated sessions between the executive and the team during the first few weeks

We help you create a safe environment to give timely, constructive feedback and to ask what may seem like awkward questions when relationships are just beginning to form.

New leaders also need to gain the support of people over whom they have no direct authority, including their bosses, their peers, and other colleagues. Because they arrive with little or no relationship capital, they have to invest energy in building connections—and clearly signal that they know it’s a priority. After identifying the most important stakeholders outside their teams, they must take time to understand their colleagues’ expectations and develop a plan for how and when to connect with people. That means learning how decision making works in the organization, who has influence over it, and where the centers of power reside.

Our consultants will carve out the right engagement strategy along different stakeholders to forge relationship beyond limitations.

It’s also critical to get up to speed on the values, norms, and guiding assumptions that define acceptable behavior in the new organization. Missing cues early on can negatively affect how others perceive a new leader’s intentions and capabilities. The executive must also walk a fine line between working within the culture and seeking to change it.

We help you identify the fine lines and the navigation networks to help you acheive your desired outcome and behaviour from your new hires.

Finally, the new leader must start to shape strategy. Sometimes executives are hired for their expertise in a particular approach; other times they are chosen for their ability to develop and implement an entirely new strategy. If a new strategy is required, corresponding elements of the organization—its structure and its talent management and performance measurement processes—must be transformed to execute it. Either way, the new leader must be clear about the path ahead.

Roushan Research Intternational's Effective Integration Model (EIM) helps new leaders understand—before they start in their new roles—how much progress they’ll need to demonstrate in each area during the first few months.