[MUSIC] As you're executing your power onboarding plan, I'd like to share with you some ideas of the activities and the decisions that you will be expected to make. And to do that, let me show a chart to you. The vertical axis in this chart is the number of changes, the number of activities or decisions you'll be making during the time period which is shown along the bottom of the chart. And we're starting here with the first three months. The Taking Hold phase. During that time, you're going to be just overwhelmed with information. You already studied about the company, you already studied about your job, but there's so much more you're going to learn once you show up on your first day. You'll find at the same time that there's probably some broken processes in your department or your division, or even in your team, with your team, and so you'll have to fix those. They're going to expect you, people are going to expect you as the manager to fix those things right away. But the flip side, you're going to find there are some opportunities. Some things that you can actually improve. So you're both the things you've fixed, and the things you're going to improve. Relatively small process type things. All the while you're doing this, you're making good impressions, you're trying to manage your impressions with your colleagues, with your bosses and anyone else that you may run into in different teams from different parts of the company. All of your decisions are going to send signals to your team and to the people around you. The decisions you make about what to delegate, about who to assign to different teams, will be amplified because everyone's going to watch your decisions and they're going to see those as signals about how you're going to operate. So you have to be very conscious about the way you're going to make your early decision. And those should have been part of your personal onboarding plan. You start to manage expectations with your boss, she will expect you to have things done flawlessly, on time, and you want to be sure that you never fail on that. If you can complete projects in half the time required, you may not want to do that, because you're going to have to do that for all the projects that you do as you go forward. And it won't last while you're doing this, you're going to have to be careful that all the regular day to day work in your department or your division again, or your area is going to have to be kept on track. As you look at this chart, you're going to see that it's tipping over as we get to the top of it, as we move into the next three to six months, and that's the time when you start thinking. Less activity, as you can see from the chart, and more thinking, and more analytical work, and deep analytic work. This is based on understanding the subtleties of your business, and what things need to be done particularly in an organizational area. You'll go through many more business cycles, repetitions, so now you have a chance to have several budget reviews, maybe some capital expenditure reviews, things that will allow you to see how people are thinking in your organization. And you're going to be finding new problems at the same time. These are opportunities for you again, to get your team motivated to deal with these problems and show the kind of activities that you're going to reward, and that would be important to your organization. And the idea obviously is to find any problems, you can always add on top of that, the opportunities, and things that you can do much better. So you're going to have things to fix, issues to deal with, and you also have the opportunities on the other side. And so you're learning about these during this immersion phase. And you have to think about okay, how am I going to apply these to the next time? And this takes us to the reshaping phase. The most active time that you're going to have, most activities, a balance is going to shift here from the first set of activities, so first time, first cycle, where you did mostly things and process. Now you're going to do people things. Organizational changes, harder things to do required more thinking and more analytical work. They will have the biggest impact on your organization. So you're again fixing things that we'd, we'd fixed before that maybe were broken and didn't get fixed the right way. So you're looking at how did they work the last time through? And again as you're acting very, very aggressively here, you're going to have to take some time away from your thinking. So you have to move into more activity. We've now moved in to the fourth phase, Consolidation. And here we have more reps, more repetitions of processes that you've been involved with, you've now taken your team through the new way of doing things, your way of doing things. And as they go through the repetitions they will begin to institutionalize the process. So they will start thinking, well this is the way that we do things. And this is the way that you're building company culture. It becomes the standard way of me solving problems. And what you're going to find here is there's some leftover issues, the activity level goes down dramatically from the, from the previous reshaping phase, and now you're watching to see that the work that you did there, that you well, that you thought through so well, is actually taking hold. So it's going to work for you very well. As we move through this phase, then we went to the refinement area. And now as you can see the activity level is relatively low, which we're smoothing out and tweaking some of the issues that we dealt with before. And we can see some new opportunities come along. There's never going to be a lack of new opportunities. The big ones hopefully have been taken care of now, but some may emerge as you go through, now you're into 20 months, 24 months to almost two years into your job. As you recall from the earlier chart, it takes, you know, at least that long for people in a normal transition to reach the proficiency level that they want. So now at this point, you've gotten there, you have, you have owned the business, it's now the thing that is yours. So you're responsible for it and you get the rewards from doing it right. If you do this successfully, which you will do with your power onboarding plan, there's significant outcomes. The first thing is to be really good at it, you have to be well aware of the how you're experience fits, how relevant it is to the situation that you've come into. You've already understand how you have to get a good agreement with your manager, on what that managers expectations are, and flawlessly execute to that manager's expectations. You'll be making some decisions of this, particularly in one of the phases or by organizations or by people. Be sure that you know what decisions need to be approved at higher levels. Typically things about salary, titles, people moving to different situations will have to be approved by your boss and sometimes your boss's boss. You're practicing your personal skills now for several cycles. You should have good feedback on how they're working and what's not working, so think about how you want to refine that as you go forward. Your team skills. You had to rebuild, maybe modify, maybe restructure your team, so again you've had feedback on that end, you should know at this point how you can continue to go ahead and even refine those team skills better. So the quality of your personal onboarding plan will add to all these factors, and will accelerate the process so you will reach proficiency in that refinement area much faster.