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Don’t Let Executive Productivity Tank

Don’t Let Executive Productivity Tank

Do you provide training for internal employees when they transition into a new role? Or do you let them free fall and cross your fingers? Most companies lack a formal training process for internal transfers – to the detriment of productivity and quick success.

“Companies assume since the employee already knows the organization, she’ll naturally integrate into the position,” says Ed Chaffin, President of IMPACT Group. “However, research proves internal moves can be more difficult than joining a new company.”

Michael Watkins conducted significant research on the topic.* In a Harvard Business Review article, he shares:

  • 67% of all executive transitions are internal moves and promotions
  • 70% of leaders rated their internal transition as difficult
  • 35% of leaders rated their internal move as more difficult than joining the company as a new hire

Internal moves are especially hard for senior leaders, who are expected to immediately tackle ambitious KPIs and lead multiple team members. What if that leader relocated for the position? “The dynamics of relocation alone are a challenge,” comments Ed. “Add in the demands of quickly integrating into a leadership role and the employee is completely overwhelmed.”

Returning to maximum productivity takes months

Forty-eight percent (48%) of relocated employees don’t return to their normal pre-move productivity levels until 2-3 months after the relocation, according to the Altair Momentum Survey 2015.** An additional 33% of respondents take 4-6 months to return to maximum productivity.

That’s precious time companies can’t afford to lose. 

“Investing in leaders positions them to breakthrough productivity slumps,” says Ed, “and achieve quick success for the organization.” And let’s not forget the long-term advantages this has on an employee’s career. Professional development isn’t just an investment in the role – it’s an investment in the leader.

Determine what success looks like

Coaching is beneficial for employees at all levels but is especially critical for taking leaders from good to great. “Coaches have the ability to challenge the person to stay objective and open in the new role. As an unbiased third party, they help employees understand their management style, recognize their weaknesses, and remain focused on the business even as urgent matters rush in.”

The boss and the employee might have different ideas on what success looks like, making goal setting key in the first few months. “The best process is to triangulate goals and objectives between the leader, his boss, and the leadership development coach. The third-party perspective will help the employee and the boss recognize areas that need attention,” comments Ed.

This objective coach also ensures the employee understands what is being asked and expected of him. “The coach provides clarity on the role and accountability for the goals that are set. While the leader is gaining momentum after relocation, productivity can easily be derailed when he is pulled in 10 different directions,” comments Ed. “A strategic plan will keep him working toward the established goals.”

Coaching delivers substantial ROI for an organization and has invaluable long-term effects on a career. Discover how IMPACT Group’s New Leader Coaching program can empower leaders to ramp up quickly and beat productivity slumps after a relocation!

*The First 90 Days, Michael Watkin
**Altair Momentum Survey 2015


Contribution by Ashlee Ayers.

Ashlee is an IMPACT Group Marketing Content Manager who oversees content planning, develops marketing collateral, and shares IMPACT Group’s story each day. 

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