BETA
This is a BETA experience. You may opt-out by clicking here

More From Forbes

Edit Story

How Executives Can Get Off To A Great Start At A New Job: Advice From An Executive Recruiter

Following


To generate insight from the people who observe career mistakes and successes, I am writing a series with advice from executive recruiters. In this article, I turned to Umesh Ramakrishnan, Co-CEO at Kingsley Gate Partners who has placed board members, CEOs, CFOs and other senior management positions in North and South America, Europe and Asia.

Ramakrishnan suggests that a key mistake executives make is treating their start date as their start date. “If you’re experienced, you know that the time between accepting your offer and the start date is the most crucial time that you have to strategize. You want to take the time to not just talk to people but also meet people – even if virtually. Using this insight to develop a draft plan will give you a head start. And taking time in the period before you start the job allows you the time to think without pressure and find answers, thereby giving you a running start from day one.”

There are other steps executives can take as well. Read, conduct research, and seek to understand the industry and the firm. For example, read the annual report, look up press releases, and listen to the latest analyst calls. The more understanding of the issues before you arrive, the more “on top of it” you can look on day one.

Ramakrishnan further suggests getting rid of administrative details before starting a new job. “Executives, especially junior execs, should get rid of all nonproductive work before their start date. Senior executives usually have someone doing this for them, and junior executives should call HR to square away administrative items like their 401k, bank-related processes, etc.”

Finally, as part of the plan to get off to a fast start, Ramakrishnan suggests having a strategic approach to getting to know the organization. “Consider a virtual calendar that has an established cadence of meetings. For example, on Mondays from 8 am-2 pm, you can plan to meet with your direct reports. However, don’t schedule anything on your first day as you want to use that day to disclose this cadence to your direct reports and the organization to streamline all expectations. Don’t set your expectations of them until you’ve gone through at least one cycle of that cadence. After a month of following this cadence, you can set expectations for what you expect of them and vice versa.”

Join the Discussion: @KimWhitler

Follow me on Twitter or LinkedInCheck out my website or some of my other work here