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Stanford
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Stanford
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Stanford
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Stanford
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candidates
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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| Welcome!
CONFIDENTIALITY As a 'boutique' search firm, Stanford Lucerne does not have large numbers of staff dealing with confidential information, and can guarantee that any details you provide about yourself are treated with the utmost discretion. We will not pass on any of the information you provide to anyone outside the firm without your consent. This applies not just in the year or two after you provide us with the information. It is an unlimited commitment. CAREER MANAGEMENT
Summary
The world of work has fundamentally changed. Individuals can no longer expect to work with one company during their entire working life – nor do most want to. They now take responsibility for, and potentially have more control over, their careers. In order to be ready to take advantage of opportunities and avoid the pitfalls, you need to:
***
Regarding external networking opportunities, you may want to check
out the TELL US ABOUT YOURSELF
You can easily keep us informed with any or all of the following steps:
See under "Confidentiality" above: we will not pass on any information to anyone outside the firm without your permission. Our
first priority is to carry out highly focused and targeted searches
to fulfil very specific client requirements. If possible your message
will be acknowledged – but please bear with us if client pressures
are taking all our attention......
FORM
This
form does not accept attachments. Your CV should be sent by
E-mail
The following are some brief, general thoughts about the challenges of settling in to a new company. Most of them are statements of the obvious, but as such can also serve as timely reminders. For any one individual, only some of the issues drawn to your attention here will apply - but all of them are interesting as pointers to the kind of problems that can arise. While these suggestions are good generalisations, bear in mind as you read them that particular situations will demand particular responses. Leaving your current organisation Just be aware that this can be an emotionally difficult time. If you are serving out a period of notice, it is natural for the organisation to start settling into the way things will be without you before you have actually gone. Meetings that are called may no longer need your presence; even conversations in the corridor about future plans may no longer include you. Given the pace at which businesses move now, it is easy to start feeling marginalised; you could feel like yesterday's person there before you have an identity as today's person with your new employer. It is even easy to start feeling that people you thought were friends are turning out to be no friends at all. Actually, it is simply a shifting relationship - and frequently ex-colleagues become good personal friends. Culture shock Be prepared for the adjustments you will need to make. Joining a new organisation can be a shock. You will almost inevitably find the culture, methods, people and business operation alien in some ways. You should by now have a pretty clear idea of what the job is, though you may not have any formal job description with all the details spelt out. Ideally, you have met not only your immediate boss, but also a number of colleagues and subordinates. Even in the most careful and thorough companies, however, these meetings will have given you only superficial impressions of the people you will work with. So take nothing for granted. The home team may be welcoming, or hostile, or a bit of both. Proceed with caution In any case, enter the new environment with the utmost caution during the first vital months. Check out the ground carefully and concentrate initially on observation rather than innovation - unless there is a good reason to do otherwise. To begin with aim to "fit in" in your manner, approach and dress. (Now that informal wear is almost de-riguer in many industry sectors, don't be misled into thinking this is necessarily seen to be appropriate for external meetings; it usually is not.) Unless you are sure of your ground do not get into arguments, or express views, which run counter to the way things are done, just yet. And bear in mind that even if the culture is highly informal on the surface, there will be plenty of unwritten rules. Observe, question, listen In most organisations, particularly the large traditional ones, you should have, or be able to get, an organisation chart, which shows you how it is formally structured. Watch, though, to see whether the formal structure is in fact the 'real' functioning structure. Who are the informal leaders? Who sets the pace and carries weight? Whose good opinion is essential if decisions are to be taken and successfully implemented? Much of this information will emerge as you introduce yourself to your own new team and listen to what they have to say. Don't start by telling them what you expect of them. Listen to them and ask them about their problems and priorities. The constructive ones will tell you their ideas about how improvements can be achieved. It is worth storing these away, since among the favorite hobbyhorses you will usually find some sound suggestions which you can develop later, as your perspective of the business grows. Before venturing your own ideas and opinions, acquire whatever information already exists on the subject – reports, procedures, written and unwritten rules. In most companies, it is a mistake to be in a great hurry to change things dramatically. Early headlong activity raises levels of expectation, and when these are no longer met disappointment can set in. Companies in highly dynamic markets, however, frequently operate on a basis of 80% knowledge because by the time they have the last 20% the first has already changed and they have missed the opportunity. Instead of "Ready, Aim, Fire" it is "Ready, Fire, Steer...." So in these companies the need to gain information before making changes needs to be balanced against the prevailing culture of speed, or credibility with the team will be lost. Remember to be sensitive about company loyalties. If you continually tell your new colleagues how much better things were done in your last company, or how highly you were regarded, they are more likely to resent your intrusion into their team. Once you join a new organisation, you are bound to find out things they did not tell you at interview, and there are likely to be a few negative discoveries. Just keep your own statements positive. And balance opinions from staff against your own personal judgement. If you are the Chief Executive If you are the person who takes the ultimate responsibility, you will almost certainly have first to look at the market place and assess how well you are performing in it and how you can perform better. From this you will appraise the organisation structure and the executive talent at your disposal and will make such alterations as you think fit. But as part of doing this you need to talk to your subordinates, at all levels, and all the pointers noted above apply: learn their views and understand why things are as they are. You should be observing, asking questions and listening to the answers. You need to establish communications and part of this means establishing respect and confidence amongst your employees. In certain cases quick action may be essential. If the company is losing money, if cash flow is a severe problem, if there are obvious or dangerous malpractices, then rapid decisions must be made. If, on the other hand, it is in reasonable shape, take time before making major alterations. You might, though, consider whether making some small changes early on will establish your presence, and that you are in charge. Managing your boss. This is central to success. However effectively you manage subordinates, you will not succeed if you fail to manage your boss. Learn quickly how he or she likes to work. Find out what is expected of you. Ask colleagues. Even if you are the Chief Executive, someone has hired you - and many of the following hints will still apply. Find out how your boss prefers to communicate. Some people like to have written reports so that they can be familiar with the information before a meeting. Others may prefer frequent informal talks and may not want to be bothered about details. Since you and your boss are in partnership, you need to know these preferences and to observe them. During the first week or two there will probably be a few important meetings, which will lay the foundations for the relationship between the two of you. Be sure that you and your boss establish early on what are your objectives and priorities, and that you have clarified what are the expectations and the terms of reference within which you will work. At first, don't be in a hurry to voice your own opinions but listen carefully. Once you have had time to find out what is going on in the company, and to hear your colleagues and subordinates' views, you may have a few well-founded views; but even then, be careful to avoid any hint of criticism, since you may be criticising arrangements put in place by your boss. If your plans involve significant changes in procedure or in your subordinates' roles, be careful to gain approval for what may be actively resisted. Apart from anything else, this keeps your boss informed and possibly prepared for the resistance. Generally, it is wise to make haste slowly when you are planning major changes. Subordinates will accept change much more readily if they have the time to get to know you. During those first few weeks, it is a good idea to set a time for a review meeting three or four months later. In the meantime, keep notes of the points you will want to raise, and any new ideas you may have introduced or considered. Depending on your boss's preferred communication style, you might submit a brief report, and a list of what you would like to discuss, about a week before the planned meeting. By managing yourself and your boss in this way - with discretion, and without being overly pushy - you will help your boss to manage you in the way that is best for you. You will be managing by maintaining good and effective two-way communication between you. You will not be frightening to your boss - which would damage your future - but will be seen both as a support and as a supporter. Sponsors One of the secrets of long term success in organisations is to create sponsors as part of your new entry programme. Seek out people with influence whose views you respect, so that they can provide support and guidance and act as your champion. This relationship programme should be a key part of your settling in plan. Your sponsors will help when things go wrong or when relationships turn sour. And finally............ Put all your energies into the new work that is now your future. Believe in your own ability to succeed in the new job. If you joined the organisation through executive search, you will have the confidence of knowing that you were chosen through a rigorous process, carefully compared to other well-qualified candidates, and that you have the qualities your new employer was looking for. As you become a contributor, you will gain recognition throughout the organisation. Bear in mind that the consultant who was involved in assisting the organisation to find and select you will be keenly interested in your success. Do not hesitate to pick up the phone and discuss any concerns or problems that may be emerging for you. Two heads are generally better than one in finding the right way to sort them out. |
