You’ve seen Spotify Wrapped, Goodreads’ Year in Books, and NY Times Best of Lists.  How about a New Leader Launch Log?

When jumping into leadership, newly hired and newly promoted managers have both shared and distinct onboarding needs. 

For those new to the organization, it's about finding the balance between bringing a fresh perspective with learning and engaging in existing culture and ways of working. For those stepping into a larger role, it's about making the transition from the old responsibilities and relationship status quo to the new dynamic and perspective. 

Assimilating first time leaders takes intentionality and time. Especially when attending to each new hire where and when it matters.

Managers who are jumping into a new leadership role, whether they are newly hired or newly promoted, have to get up to speed. While there are differing ways to get external hires and internally promoted managers ready from jump, there are several onboarding priorities that will benefit both.

One of the best things for a new manager’s wellbeing (and the organization's bottom line) is if they can be authentic with what they know and what they don’t know. 

How can you foster this?

Can an onboarding tool be called a win/win for both HR professionals AND for new managers? 

Did you make the jump from coworker to manager? Congratulations!

While being promoted within is a rewarding transition, it comes with an added layer of changes versus a new-to-the-organization leader.

Here are 5 tips on how you can jump with caution to take charge of your promotion and make the shift to management with intentionality:

No, our blog hasn't been hacked by a medical bot. But a newly hired leader in your organization IS a lot like transplanting an organ into a body.

Think back to when you were promoted to a leadership position. Did you feel ‘I need to fake it till I make it?’ Did you fear you’d be uncovered as an imposter?

Onboarding is often a catch all to describe three phases - orientation, integration, AND assimilation. While all three are critical to the success of new hires, they shouldn’t be treated as one and the same.

The Who, What, When, Why and How of FromJump®

Managing and leading often get confused with one another or are used interchangeably. While they are not the same, they are not mutually exclusive either. In fact, they are complementary to each other.

When it comes to onboarding, this is what’s being written online (the equivalent of the high school bathroom stall) and snickered about around the water cooler:

Onboarding doesn’t have to suck. Yup, we said it.

Remember what it was like to start a new job? There may have been some jittery nerves, but there was also excitement!

The world of HR is constantly changing as tech and culture do. The world of onboarding is no different. It can be difficult to keep up with the latest trends while being strategic about what to introduce into your organization. If we don't keep up, we run the risk of becoming obsolete as a partner, running inefficient processes, and falling behind on key attraction/retention tools. The numbers speak for themselves:

HR Professionals juggle a lot of spinning plates.

And not just any plates - full plates.

There’s no golden ticket to becoming a successful leader, but there ARE six competencies that a new leader needs to have within their first 100 days on the job to set themselves up for long term success.

The answer: Getting a head start.

Below are 5 key questions that every fresh leader should be asking themselves and how your organization can nudge them to become a successful leader FromJump.

Onboarding comes with many mixed feelings. Whether you’re responsible for onboarding the new manager or are the new manager being onboarded. There’s excitement to start something new, there’s the checklist and pile of paperwork, there’s the fun meet and greets. But there’s also the feeling that something is missing.