This article talks in depth about one element of onboarding, socialisation. Socialisation is obviously essential for getting that cultural fit right, which might involve temporarily dialling up or down some elements of one's natural leadership style. This is crucial as a leader looks to get into a position where they can positively influence as quickly as possible. What got you from A to B, might not get you from B to C!
At Collingwood, we say that to get leadership-level onboarding right you need an induction process that allows the new leader to fully understand and appreciate the enterprise's structure, its strategy and its culture. Good, self-motored socialisation will greatly contribute to appreciating all three, especially culture.
We focused our attention on why some employees received support from their managers while others did not. We found that because managers have limited time, they look for signals that new employees are committed to their own onboarding. In other words, new employees who are proactive about their own onboarding will likely receive attention and support from managers. Managers were more likely to provide new employees with helpful information when employees actively sought out information about their role and worked at making connections with new colleagues. Those who asked for and got help from their managers were more likely to succeed. The potential downside is that managers may fail to support new employees whom they perceive as being less committed, which may or may not be an accurate assessment.