New Manager
Orientation &
Success Program
(NeMOS)

New Manager Orientation & Success Program
(NeMOS)

NEW MANAGER
Someone who is called to lead a new team, regardless of his or her level.

HUMAN RESOURCES AND THE NEW MANAGER
Why should you, the HR executive, have a vested interest in the success of the New Manager in your company?  Because you know from experience that New Managers are the key asset for the future of your company.  Therefore, as a strategic partner with the senior team, you are charged with the mission of leveraging this key asset of your organization.

TODAY'S WORKPLACE CREATES NEW MANAGER SITUATIONS

because today's Leader can be:

• asked to lead new teams
• put in charge of new cross functional task forces
• moved more frequently from another assignment
• transferred from another location
• kept on as part of an acquired company
• hired to launch new products
• charged with managing joint ventures
• given a developmental assignment as an expatriate

SOME OF THE CHALLENGES FACING THE NEW MANAGER

• Recognizing the different needs of two groups
• Understanding the culture of the new company
• Being required to manage with faster or slower decision making patterns
• Working with internationally oriented team members or client groups
• Making accurate assumptions about the group
• Starting off on the right foot interacting with team members
• Recognizing important cues from superiors
• Reorganizing the team to ensure business results
• Managing up in a changing environment

ADDITIONAL CHALLENGES RELATING TO ORIENTATION OF THE NEW MANAGER

Because most corporate orientation programs are delivered in a group setting, they fail to take into account the individual differences of the New Manager. Previous backgrounds, assumptions and skills need to be addressed.

Additionally, the HR department's resources are already strained. They do not have the staff or time to counsel and guide the New Manager through the culture, norms and idiosyncrasies of the workplace.

BENEFITS OF SUCCESSFULLY INTEGRATING NEW MANAGERS

• They make your teams productive
• They leverage the diverse strengths of their employees
• They connect the strategy of the organization with the everyday tactical decisions
• They figure out what makes the ideal leadership for each team
• They manage many sites and often many teams effectively without any limitations caused by remote locations

WHAT OTHERS ARE SAYING ABOUT THE NeMOS PROGRAM

This is not merely a communication and team building tool. It is a productivity tool!

(VP of HR, major medical devices company)

It is a shame that in an era where consumers' feedback dictates critical multimillion dollar product introductions, the orientation of the New Manager is left to chance. Instead, it is hoped that he or she will somehow be able to get the best productivity from the group.

(President, HR consulting organization)

The communication between the team and the new leader is essential to the success of the projects the group undertakes.

(Customer Service Director, high technology global company)

We unconditionally guarantee the success of the executives we place when the hiring company agrees to this process.

(VP, executive recruiting company)

Before NeMOS, the blind spots of my style prevented me from giving the team what they needed to be productive. In the country where I learned my business skills, this behavior was perfectly normal and expected.

(International EVP, pharmaceutical company)

RESULTS OF THE NeMOS PROGRAM

• New Managers make decisions without blind spots
• New Managers manage relationships with the superiors effectively and productively
• New Managers make their teams more productive
• New Managers reduce turnover in the teams they lead
• New Managers help the organization clearly transmit the corporate goals down the line
• New Managers buy into their roles and responsibilities
• New Managers create more open and productive dialogues with the team members
• New Managers integrate into the culture more readily
• New Managers establish baselines of strictly measurable nature which allow the objective assessment of their effective working relationships with the teams

THE PROCESS

The process is customizable depending on the situation and the needs of the HR or Senior Executive who engages us and authorizes the process. In most cases, the key steps are:

STEP A (At the beginning of the New Manager's assignment)

Initial meetings to set the context of the New Manager's assignment, nature of team and supervisor expectations, between:

• Coach and the HR executive who makes the engagement (and/or the New Manager's superior)
• Coach, New Manager, and the HR executive (and/or the New Manager's superior)

The Coach and the New Manager then meet "to create a map" on how to observe and handle the group, how to communicate with the group, as well as establishing ground rules for telephone consultations between the Coach and the New Manager during the first month.

STEP B (Usually four to six weeks after the beginning of the New Manager's assignment)

A three hour meeting between the team and the New Manager, facilitated by the Coach.

The purpose of this intervention is to help the New Manager with the unfolding of the team development process and with the setting of the expectations and communicating the ground rules.

STEP C (Usually 10 to 12 weeks after the beginning of the New Manager's assignment)

• The Coach facilitates collection of team feedback data (takes only 15 minutes from the regular work activities of the New Manager and each team member)
• The Coach gives the feedback data to the New Manager and plans a group meeting with the New Manager and the team
• The Coach facilitates a two-hour meeting between the New Manager and the team
• The Coach debriefs with the team in the absence of the New Manager
• The Coach debriefs with the New Manager and they set plans of action and establish baselines of measurement for the effective cooperation between the New Manager and the team

STEP D (For a period of three months, with additional renewable options of three months each)

Unlimited coaching to the New Manager, taking into account the feedback from the HR executive (and/or the New Manager's superior) either in person or by phone, as necessary.

FACTORS TO CONSIDER ABOUT INVESTING IN NeMOS

In an unsuccessful New Manager assignment, what presents the greatest risk?

• Is it the cost of the compensation of all the team members that are not fully utilized?
• Is it the cost of the wrong decisions that may be hard or impossible to reverse?
• Is it the loss of a valuable customer?
• Is it the loss of an opportunity to launch a new product on time?
• Is it the cost of the turnover in the new team?
• Is it the cost of replacing and training new players in the team?
• Is it the cost of a "non" high-performance team?
• Is it the cost of HR intervention to listen, counsel and handle HR issues?

Consider the following hypothetical case of a New Manager making $90,000 and leading a team of three direct reports with a budget of $2,000,000:

• A 10% productivity loss in the New Manager's department is worth $200,000 (10% of $2,000,000)
• A preventable resignation of one of the direct reports of the New Manager who makes $60,000 is worth $90,000 (150% of that person's salary, by most statistics, represents the cost of recruitment, orientation and training of the replacement)

Just these two costs total $290,000. If additional factors are added up, the cost easily exceeds $300,000!!

UNCONDITIONAL GUARANTEE

We are so confident that NeMOS will be instrumental in the success of the New Manager, that if for any reason within the first month of the process the New Manager or the HR executive decides to terminate the process, you owe us nothing.

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