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Executive coaches guiding senior executives to effectively take charge in new leadership roles. The research and opinions behind the 40+% senior executive transition failure benchmark.
For a senior executive taking charge in a new role, the most important organizational changes are managed beyond the first 90 - 100 days. Academic research and field consulting experience show that senior executives master their new role in a predictable "three wave phenomena" of iterative individual and executive team learning.
Successfully navigating the first 90 to 100 days is necessary but not sufficient. Senior executives with P&L responsibility or serving as the head of a key functional area will need approximately five quarters to fully analyze and learn about the situation of their new assignment, finalize their team, and develop an effective plan to improve the organization's or businesses' performance.
When guiding an executive new to a particular senior executive role, the executive coach's sweet spot, or where he or she can be most valuable, is through the beginning of the second wave of change.
Describes the convergent validity of different researchers and consulting practioners arriving at similar conclusions about the assumptions underlying the Three Waves of Change model of top executive transition services and products.
A new senior executive stymied by his or her first wave of attempts to change and improve the performance of the business has a number of tools available to conduct a deeper dive to identify organizational capability gaps and the root causes of resistance to change. This page introduces six examples of the tools and options for their use.
Diagnostic 1: Do we understand where we are in the business maturity life cycle and its implications?
Overview of the Wiznami version of the Business Maturity Life Cycle and its value as an initial "big picture" view of the business and the different overarching typical performance challenges businesses experience at each stage of the lifecycle. The Business Maturity Life Cycle provides a foundation for a common mental model of the business for the executive team before entering into other diagnostic processes of specific aspects of the business.
Diagnostic 2: To what degree are we (and should we be) a strategically-managed business?
If you need a business strategy (Disciplined Growth stage of the Business Maturity Lifecycle and beyond), is strategic planning an event or a living process? To what degree are we reasonably answering the essential questions of a thorough business strategy and sharing that strategy as a common mental model among the senior executive team which guides and informs our decision-making.
Diagnostic 3: To what degree are the assumptions underpinning the business (or brand or functional) strategy still valid?
Does the senior executive team share an explicit, common understand of the estimated probabilities of success or failure of each primary element of the business strategy and the circumstances that trigger shifting to "Plan B."
Diagnostic 4: To what degree do we have the required organizational capabilities to effectively implement our business or functional strategy?
An organizational capability assessment process (OCA) enables a newly promoted or hired executive to build a common mindset about the relative strengths and weaknesses of the business to its presenting opportunities and competitors. The page describes several important purposes a facilitated organizational capability assessment can serve.
Diagnostic 5: Making the Difficult People Decisions to Select and Confirm the Executive's Team
Underperformers and star performers are often easy to identify during Wave 1. The more difficult decisions are about the people who are in the middle of the bell curve who are good ("Tweeners'), but are they good enough to meet the demands to improve the business? Alternative approaches to assessing executives who are in the middle of the pack, particularly during the immersion stage, are overviewed.
Diagnostic 6: Stakeholder Analysis
Assessing the business goals, professional goals, challenges faced by anyone in the role, personality characteristics, and preferred style for being influenced of key members of the executive's key stakeholder group.
Wave 2: Shaping the Required Organizational Capabilities...and Managing the Multiple Change Processes
Provides overviews of the organizational capability assessment and shaping processes and the General Model for Managing Organizational Change.
1. Fast track, high potential accelerated or rotational assignments may be self-defeating.
2. Top executives and Boards of Directors may need to recalibrate their expectations for indications of a senior executive having successfully "taken charge."
3. The expectations of new senior executives for their own transition will also need to be recalibrated.
4. The new executive needs to be thoughtful about also creating the right diversity of thought, experience, and styles on the executive team.
5. Boards of directors and top management should invest in a well-managed transition process for both externally-selected and internally-promoted new senior executives.
A brief summary description of the Wiznami® Three Waves of Change℠ current and upcoming future products and services. Other more detailed descriptions are presented throughout this website.
F. Once the individual executive coaching process begins, how to have a conversation about the conversation
Senior executive transition client testimonials are arranged by the first three stages of the Three Waves of Change℠. The testimonials are arranged by the stage each client found most valuable in his or her specific transition situation.
Advanced Executive Coaching:
The Lonely Journey of the Executive as Change Agent - And How an Experienced Executive Coach Can Help
October 29, 2013
Examples of the Change Agent Executive / Independent Coach Partnership
Example 1. Discovering That Only You and Your Boss Have Defined the Situation as Requiring a "Turnaround"
A case study of the individual coaching and large group consulting interventions used by the new CEO and his executive team to manage the changes necessary to move the business along the Business Maturity Life Cycle from the Unbridled Rapid Growth stage of development to the Disciplined Growth stage under a very short timeline.
Case study of the journey Kerzner / Atlantis took to create a coaching culture among all executives, managers, and supervisors ultimately resulting in higher guest satisfaction.
Dr. Gary Myszkowski's profile profile and background.