- Identify the reasons why you consider that your company is ceasing to be competitive. Define the partner profile you need to achieve the change you know you are needing. Select a candidate with the skills, experience and knowledge necessary to lead the project. Future you have in mind: great challenges, profound changes, active participation, growth and personal and professional development (after all, you are a great motivator). Hire him Present the entire organization by name, not by role or hierarchical level. Do not clearly communicate to the staff the responsibilities or the authority that the newcomer will have, (total… that will be seen later in practice, right?) Assign a workplace; if it's better isolated,Totally, your role in the beginning will be to observe and learn about the organization. business plans and projects; You still do not want to complicate it and you want to get to know it little by little. Do not make the necessary organizational changes so that it can develop; Paradoxically, you do not want to inconvenience those who the person admitted must replace, by incompetents. Constantly show him how little you are satisfied with the way of doing things in the company. Continually express your disagreement with the actions of the other area managers; but don't do anything about it.Do not give him authority but go overloading him with responsibilities. Give him back to operational and routine tasks. Do not answer his emails with proposals for improvements or organizational development. Tell him that you are waiting for "the moment" to be able to make the changes, but that you do not know when it will be because he will sensitize the group. Let him know that you totally trust him but for now you prefer that he continue doing anything (or everything) always operationally without the level or rank that he should have or for which you hired him.After a while, ask him why he has a tired face. a few months, you will have two possibilities but with the same end: Possibility 1: you will think that it adapted to the culture, that it is one more and therefore does not give you the answers you are needing. Possibility 2: the person,Tired of waiting to do what she was theoretically going to do, she looks for another work alternative. In either of the two alternatives, you go back to point 1; not without first complaining about the “lost” time and because people are incompetent and don't understand you.
Clarification:
It may also happen that after a while and in the face of seeing him badly or "assimilated to the culture prior to joining" you want to sit down with him and renew your initial vows.
You should know that it is probably the same for you and perhaps for your employee too (if he is sooo optimistic) but never, believe me, never will be for the rest of the members of the organization. The initial capital of confidence in the newcomer and in his ability to change things will have been consumed inexorably and normally, there is no way to recover it.
It can also happen that, if the person chose to leave you find out that the employee in question is working elsewhere with excellent results, before getting angry with him and feeling snubbed by his attitude, reread each step and reflect on what happened.
