In “Onboarding Isn’t Enough” (Harvard Business Review, June 2017), Michael Watkins writes, “Many businesses think they are doing a good job of executive onboarding when they actually aren’t. Nearly all large companies are competent at the administrative basics of signing up new hires. However, many do surprisingly little to help onboarding executives understand the business, […]
It is a well-supported fact that supporting new-hire onboarding dramatically increases time-to-performance and reduces failure rates by 50%. Based on Michael Watkins’ in-depth research into the vast array of HR onboarding programs employed by global organizations published in his article “Onboarding Isn’t Enough” (Harvard Business Review, June 2017), Genesis created an assessment to help you gauge how […]
In their Harvard Business Review article, “Too Many Projects,” Genesis Co-Founder, Michael Watkins, and Genesis Leadership Consultant, Rose Hollister, outline the causes and consequences of initiative overload, an increasingly common phenomenon in organizations where resources are not aligned with strategy. Watch this brief video in which Michael Watkins shares the research and thinking behind the article and provides guidance […]
Genesis Co-Founder Michael Watkins, is the author of The First 90 Days and Master Your Next Move as well as numerous articles and books on leadership and negotiation. He is a regular contributor to leading international media and is routinely quoted on the subjects of leadership onboarding, career moves, team transitions, organizational change management, and […]
Whether you’ve just been promoted or newly hired, it’s difficult to adjust and find clarity in new circumstances. Face the challenge and talk things out with your boss with these five conversations, guaranteed to bring you peace of mind and clear expectations. Kevin Kruse, NY Times bestselling author, Inc 500 entrepreneur, and keynote speaker on […]
Leaders taking new roles often inherit teams that they must assess, reshape, align, and accelerate. Frequently, leaders stumble when it comes to building their teams. The result may be a significant delay in achieving key objectives, or outright derailment. These are some of the characteristic traps into which new leaders fall when taking over teams: […]
