Managers and executives joining an organisation represent a significant investment, yet few organisations have developed processes that help an executive move successfully into the new role. Why allocating resources to integrating a newly hired executive is imperative is explored, together with key steps in the integration process; and a series of critical questions on which newly hired executives should reflect. Also a comprehensive model of the executive integration process is outlined. The latter covers the three basic stages in the integration: reality testing; building rapport; and defining success, as well as the critical constituencies; boss, team, organ‐isation, and wider community. The author′s experience of working with senior executives, initially as a consultant and currently as Vice President, Management Development, for the Lawson Mardon Group, a billion‐dollar international printing and packaging conglomerate based in Toronto, Canada is also drawn upon.
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