Taking office is naturally a key moment in the professional life cycle of a manager and the company. Whether as part of external recruitment or promotion.
As the arrival point (the performance at three years) is totally correlated to the starting point (the first three months of activity), the start of office must be perfectly successful.
This success is directly linked to:
When considering the question of taking office, it is common to immediately think about external recruitment. However, it is important to remember that promotion is also a big part of it.
Indeed, although promotion can facilitate the transition, adequate preparation remains essential for this successful assumption of office.
It is not always easy to realize the correlation between performance at three years and the quality of the job when taking on a new position. However, the more qualitative and successful the assumption of office is, the greater the impact it has on performance after three years.
To successfully take office, several key elements must be taken into consideration. First of all, it is imperative to learn about the strategy, culture and organization of the company concerned.
With this in mind, we recommend organizing meetings with various members of the company, such as members of the board of directors, directors or even customers, if possible, even before taking office.
In this way, it will be easier to immerse yourself in the professional environment in which one operates and to implement the actions necessary to successfully take office.
Indeed, planning time in advance to prepare for taking office is a profitable investment, because it allows you to take the necessary distance to succeed in the first three months. During this crucial period, it is essential to:
Four common mistakes when taking office:
An office intake should be carefully prepared. We support leaders In this evolution, let us intervene in the preparation and ensure that it runs smoothly.
Since it is very difficult to challenge yourself alone in the preparation and conduct of an appointment, call on a professional coach in this context allows the manager to challenge himself and to take the perspective that is essential for this professional change.
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