October 2006

METEORIC

How can someone so capable fall so fast? It’s a question often asked about leaders who, having been recruited into an organization with much fanfare and expectation, have all too quickly fallen out of favor. Are these meteoric hires a casualty of today’s fast-paced workplace or an indication of a more fundamental issue?  Our executive coaching data suggests three factors that contribute to the meteoric rise and fall of highly sought after leadership talent.

The Elasticity Factor: Emerging competition, underperforming products, operational issues, and high turnover can invite organizations to recruit leaders who can address pressing, strategic issues with surgeon-like precision. These “saviors” are often given “free reign” and resources to deliver their value. However, as new strategic objectives emerge, not all leaders have the job breadth and elasticity to adjust and align their drive and strengths to support broader organizational objectives. 

The Sponsorship Factor: Meteoric leaders are often recruited by a leader whose tenure becomes short-lived. Once the originating sponsor for this new hire moves on, less interested division or department heads, with competing convictions and priorities, are asked to provide oversight and support.  The level of advocacy and commitment offered by a new sponsor may put the leader in a more difficult position for delivering results. 

The Culture Factor: It’s probably not surprising that this recruited hero often surfaces as a problem with respect to integrating into the ongoing work culture. A style that was seen early on as essential to driving needed and uncomfortable change may, after the fact, be viewed as out of step with and/or counter productive to the ongoing success of the organization. There is no forgiveness here and it becomes easy to see this leader as “not thinking like us.”

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Two fundamental issues seem to follow the meteoric path of these often dynamic and passionate new leaders. The first is not taking the time to establish a broader base of support prior to or during this leader’s entry into the organization. The challenges at hand often trump the normal buy-in and on-boarding processes within a team or division. 

The second is writing-off the difficulties that surface early on with this leader as the inevitable tradeoffs of driving change. It’s not uncommon for dynamic and driven leaders to find situations that both demonstrate their capabilities and accommodate their skill deficiencies. At some point, the lack of development of secondary skills works against their longer-term contribution and success. 

Anticipating and responding to the support and development needs of these dynamic leaders may eliminate a meteoric ride and increase the return on this leadership investment.

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                                  Phone:  952.525.1475            
            
Email:  E-Talent@oipartners.net 

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