|In this Issue
Successful executive searches don’t end with the job offer–in many ways, the work is just beginning. In this edition of Transforming Challenges, we offer some tips for bringing your new leaders on board that will get them off to a great start.
- Tom Reid represented the Diocesan Fiscal Management Conference in San Diego, CA September 18-21, while Maureen Gallagher staffed the Reid Group exhibit at the Resource Center for Religious Institutes assembly in Anaheim, CA October 11-14.
- John Reid, Cleo Molina and Tom Reid are working with The Diocesan Planning Commission in Trenton NJ as they develop Final Recommendations they will send to Bishop O’Connell. The bishop will issue his final decisions late this year or early in 2017 and implementation will follow.
- Maureen Gallagher and John Reid will facilitate conversations at the Leadership Assembly for the Federation of Sisters of St. Joseph in Albany NY as pat of an organizational audit. The final recommendations are due to the Leadership Council in December 2016.
- Tom Reid and Maureen Gallagher have completed their work in the Archdiocese of Indianapolis in facilitating planning process in all of the deaneries in the archdiocese.
So as you look at your individual or organizational future, what are your challenges? Could you benefit from skilled support? Give us a call at 206-432-3565 or send us an e-mail to start transforming those challenges into opportunities.
The Reid Group webinar series
What are the assumptions and guiding principles of your leadership approach? Want to lead with more peace and less stress?
You are invited to The Reid Group Webinar on Contemplative Leadership
October 26, 2016
4pm ET / 3pm CT / 2pm MT / 1pm PT
In this interactive webinar, we will cover the principles and practices for Contemplative Leadership. Topics will include:
- What is Contemplative Leadership?
- The Three Attitudes of Contemplative Leadership
- The Centrality of Relationship
- Contemplative Practices
- Contemplative Application Skills
To register for this webinar, simply click here.
Space is limited, so register today.
Onboarding Gives Your New Hires a Great Start
Hiring the right person and achieving a good fit between the individual and the institution, the position and the work environment is not enough to ensure a successful search process. Once a candidate is selected, the process of “onboarding” begins.
An effective onboarding process is more than just giving the candidate the employee manual, the last annual report and directions to the bathroom. And it’s more than an orientation session with HR, no matter how detailed. Onboarding primarily involves three players-the leader who is leaving, the leader who is coming on board and the organization itself-and each has a unique role.
For current leaders, it is important that they not act-or be perceived-as a lame-duck, just filling in their time until their term is up. Specifically, there are three tasks that current leaders need to tackle:
- Finish the work that only they can do and make decisions about delegating other tasks to staff or to their successor.
- Say thank you and goodbye. Leaders serve well when they say thanks, affirm the people and organization they have served, and say goodbye. This is important for themselves and also for those they leave behind-we have to say goodbye to what has been before we are free to move on to what will be.
- Help their successor get off to the best start by sharing information and perspectives, and responding to questions.
Newly-selected leaders also have four responsibilities in this transition time:
- Take time to learn from their predecessor as well as other leaders and governing bodies in the organization.
- Prepare their own transition plan. Identify ways they want to enter into their new position.
- Commit themselves to listen and learn for much of the first year in the position. Honor what has been and respect the ways the organization has functioned. This “listening time” may need to be adjusted, however, if the organization is experiencing significant crisis.
- Plan to implement changes in ways that serve the organization’s needs and that respect those committed to the organization.
For the organization itself, the onboarding process takes place over the first 6-12 months of the new hire:
- Develop a comprehensive process that welcomes and orients the new leader to the position and the organization.
- Work with organizational leadership to develop a process to assist the new employee to understand the mission and values, as well as a brief history, of the organization.
- Continue to oversee the onboarding process, helping the new leader integrate the perspective of the mission and values of the organization into daily operations.
Too often, organizations stop their work in the search process with the hiring of a candidate, which can short-change the success of the process. This is why the last two steps of The Reid Group’s search process focus on transition and orientation in order to ensure a successful outcome for everyone involved.
The Art of Change: Faith, Vision and Prophetic Planning
Think about what your organization could do if the process of planning met the inevitability of change head-on—and it resulted in significant success.
Organizations large and small, religious and secular, for-profit and not-for-profit, successful and unsuccessful, go through change. John Reid and Maureen Gallagher of the Reid Group have been instrumental in helping many groups discover the power of Prophetic Planning. This book presents a complete overview with detailed information that any organization will find useful in understanding how to plan for change.
The Art of Change: Faith, Vision and Prophetic Planning, and its companion CD are now available from Liguori Publications as well as from Amazon.com.