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First 100 Days... in an expatriate assignment
An exciting new challenge. You have been selected based on your track record of performance. You have a lot to offer. You are ready to make your mark! You rate yourself on being flexible, able to respond to new challenges, the unknown and reach new peaks. What can possibly go wrong?
Perhaps everything will go as planned. You arrive at your new destination. Someone is there to meet and greet. The company makes a really excellent job of your "on-boarding". You hit the ground running.
Or it's a disaster.
Most likely it will be something in between.
How do we help with making the integration as smooth as possible?
We focus on those factors that will assist a new manager or professional technical person quickly get to grips with his new business environment and make a positive first impression. Here are some typical examples:
- Understanding the prevailing cultural norms of behaviour. What are the behaviours to avoid? What are likely to be productive or helpful for the new person?
- What are the likely opportunities and restraints? (Business and people)
- Is there clarity between the new person and his/her manager in terms of the expectations they have of each other? What are the specific goals and priorities for the first three months?
- What should be the key elements of the 100 day plan? How should it be structured?
- What are likely to be the immediate problems and how should they be addressed?
These are a few of the subject areas that can be on the agenda for a productive relationship between coach and new manager.
If you would like to discuss any aspect of our First 100 Days offering, please contact us. Useful checklists are also available on request.
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A Client's Feedback on the Partnership
“The Sesame Bankhall Group has worked closely with The Partnership and Trevor Lee for 4 years. During this period, Trevor has been instrumental in providing learning interventions and coaching to our executive and leadership teams.
The partnership work with us to deliver our 100 days induction programme for senior managers, and have delivered many coaching assignments yielding excellent results.Trevor understands our business well, and is key is helping us to develop leadership development strategies to ensure we have a strong management capability to drive business results. Trevor is a key partner, he is credible, focused, supportive and who's service and support is very much valued by our business.”
Bahrain this spring has been the launch ground for the Partnership’s Coaching Leader Programme which has been attracting a lot of attention from organisations across Europe and the Middle East.
Eleven participants, all of senior manager level, from companies in Bahrain and Saudi Arabia have taken part in our first leadership and coaching programme. At the conclusion of the programme, successful participants will be awarded with a certificate of professional development in coaching practice from The University of Strathclyde Business School. More here...
We entitled our 2010 Master Class “Leading from the Front”* as a series of reminders to business leaders – are you really out there setting the direction? Listening? Keeping your finger on the pulse? Being authentic?
In some cases, the answer is obviously ’no‘. Vibrations we've picked up and research we recently read suggest that at the slightest hint of a recovery, 60% of staff will look to move jobs quickly... More here...
Many of our clients appreciate the benefits of a well designed and executed 360° process and a significant majority of our coaching assignments are initiated with a feedback exercise. We apply a strict rigor to all our work involving feedback. This applies to ensuring that clients understand and agree to the principles of how the gathering of feedback is to be done and how the outputs are to be communicated and used. Lack of transparency and the subsequent fall out are potential derailers of any 360° activity, More here...
