Without coaching new execs will struggle

New executives have the right education and the right attitude, but do they have the right support?
By Kathy Brooks and Malcolm Bernstein
|Canadian HR Reporter|Last Updated: 04/19/2004

J

ohn, an experienced executive, was hired away from a small, entrepreneurial organization by a much larger competitor. What made him good at his old company proved to be his undoing in the new one. He was accustomed to a fast-paced, innovative culture that thrived on change. The governance culture that he now entered had a much slower and more inclusive decision-making process. Decisions were arrived at after much fact finding, analyses and discussion.

As is typical in many hiring situations, John had less authority than he had been led to believe. He soon found that his failure to value a team approach to decision-making meant his plans went unsupported and his views unsolicited. Those changes that he was able to move forward were poorly implemented because of a lack of support from the management group.