New Leader & Team Assimilation Process (NLTA)

(New Leader’s Guide)

Objective: To facilitate the new leader (newly hired, appointed or promoted) to

rapidly develop a strong positive relationship with his/her team. The
process promotes immediate open two-way communications between the
leader and his/her team. The process is appropriate for highly or less
experienced leaders.

Participants: Usually the entire staff including the administrative assistant. May also
include an extended staff where the larger team is key to success.

Where: Typically conducted on-site (conference room) or hotel meeting room.

When: Normally done 12 weeks after the leader has taken responsibility for the
staff/workgroup/department.

How Long: Approximately 3 - 3-1/2 hours for the staff and 4-5 hours for the leader
including the preparation and debrief meeting.

Facilitator: A member of the HR staff or an external O.D. facilitator.

Background: The process was developed by a GE HR team in the early 1970s. Since
then, thousands of newly appointed managers & leaders from presidents
to first level supervisors have utilized the process.

Benefits: Provides the leader with an opportunity to hear first hand the initial
questions, issues and concerns that exist in the groups’ mind; and, the
opportunity to talk about himself/herself and his/her business philosophy
and to share his/her expectations for the organization. Many leaders have
used it again and again as they progress in the organization. Also,
associates say the program makes them feel more appreciated and
valued.
 New Leader & Team Assimilation Process

Step 1: HR contacts the new leader to review and discuss the assimilation process.

Step 2: The new leader invites the staff by letter to attend an Assimilation meeting and
clarifies the objectives/reasons for having it. (Sample letter provided by Human
Resources Attachment 1)

Step 3: The new leader “kicks off” the assimilation, explaining the objectives and
reasons for having the meeting. He/she introduces the facilitator and tells the
group that he/she (the new leader) will leave the room for 1 - 1-1/2 hours.
Without the leader present the group feels more comfortable to speak freely.

Step 4 : Once the leader leaves the room, the facilitator reiterates the group’s objective.
The facilitator then leads the staff through an ice-breaker exercise designed to
get the participants comfortable with sharing personal information and getting to
know each other better. (This is not mandatory and will depend on group
comfort level and relationships) A sample exercise might be to ask each person
to share with the group the answers to simple questions. (Ideal to put the
questions on a flipchart so the participants can easily reflect on them.
The questions are:
• Home town
• Favorite nickname or your middle name and why favorite or given
the middle name?
• Where would you travel on vacation if you could go anywhere?
Why?
• What leadership characteristics do you most admire in your ideal
leader? Why? (Note the leadership characteristics on a flip chart for
the group to view. Later review that leadership list with the leader)

Step 5: Facilitator reviews the purpose of the NLA program using the presentation

Step 6: The facilitator leads the group through eight standard questions. The facilitator
raises questions, but does not indicate his/her feelings on any of them. He/she
tries to get a sense of whether each comment is an individual one or whether the
group overall agrees with the response. The facilitator guarantees
confidentiality, in terms of not identifying who made specific comments. The
participant’s responses are noted on a flip chart. (Sample participant handout
with NLA questions - Attachment 2)

Step 7 : The group is given a 45-60 minute break and the leader returns to the room
(alone with the facilitator) to review the staff questions and comments. The
facilitator makes sure that the leader understands the points raised and coaches

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 the leader, if appropriate, on possible responses to some of the more difficult
questions, or at least recommends the thought processes the leader should work
through in forming his/her responses to the questions. The key point is that the
leader must feel that he/she needn’t be an expert in all areas, and that the group
doesn’t require, or expect, this. It is, however, quite important that the leader
come across as a good, thoughtful listener. It is also very important that the
leader not dominate the follow-up session. The most effective sessions are really
dialogues, where the leader will make some comments, pause, seek additional
data from the group, and then respond, so that it becomes an active exchange
between the new leader and team, building the kind of relationship that will
serve them well in the future.

Step 8 : At the second session after the break, the leader and team meet to review the
notes that have been generated in the first session. The facilitator also
participates, this time in both a facilitating and monitoring mode. In this role,
the facilitator is trying to get a sense of the questions not asked, but
nevertheless on the minds of the group, or intervening to ensure that the leader
is really addressing the questions raised by the group and that the questions and
answers are clear to both the leader and the group.

Step 9: The leader closes the meeting by thanking the team for their help in the
assimilation process, and tells the group, the notes from the meeting will be
distributed to the attendees. It is intended that the NLTA information be used as
a basis for building the agenda for a follow-up meeting and/or to establish a
schedule for resolution of action items. Depending on the time of day, having a
group lunch, or going out to dinner together after the New Leader & Team
Assimilation process promotes continued team building (bonding).

Step 10: The leader and facilitator meet for a debriefing session on the process. This is
an ideal time for the facilitator to provide feedback on what the leader did well in
the session, comment on areas for improvement and provide guidance for action
planning to assist the leader and for team development.

Step 11: The leader writes a cover page commenting on highlights of the assimilation
meeting, thanking the participants for their help to him/her and the team, and
includes a copy of meeting notes. (Sample leader letter - Attachment 3)

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 Follow-up to NLTA

• The New Leader & Team Assimilation Process is Stage I (Overview of the process
- Attachment 4) of his/her development and assimilation with the team.

• Stage II is periodic follow-up sessions with the leader and his/her staff on the
action items. The leader solicits feedback on his/her commitments and provides
feedback to the staff on their action items. The Hr Facilitator should be copied
on actions and progress discussed and/or communicated with team. This can be
done via email or if feasible, the Facilitator can sit in on monthly meetings for
this part of the discussion.

• Stage III is the New Leader & Team Assimilation Follow-up Process usually
conducted 6-9 months after the new leader’s appointment. This is not
mandatory, however, if agreed that there is a need to hold a formal follow-up the
guidelines and process are attached. (Attachment 5)

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 Attachment 1

Memo To: Staff

From: Newly Appointed Leader

Copy to: HR Facilitator

Subject: New Leader & Team Assimilation Meeting

On (day/date) (facilitator name) will facilitate our team through the initial stages of the
process of New Leader & Team Assimilation (NLTA). This program has been used by
thousands of leaders to help in the rapid development of a strong, positive working
relationship between a new leader and his/her team. The process is based on the
premise that an effective relationship needs a considerable amount of shared
understanding developed primarily through open, two-way communication.

The NLTA meeting will consist of two sessions on (day/date). In our first session, we
will have the opportunity to focus on the following questions:

1. What do we already know about ______?

2. What don’t we know, but would like to know about him/her?
3. What are our concerns about ______ becoming our manager/leader?
4. What do we want most from _?
5. What does ________ need to know about us as a group?
6. What are the major problems _______ will be facing during the first year?
7. What are the major challenges the ________ Team and ________ will be
facing over the next year? (Prioritize list)
8. What commitments are we willing to make to support ______ and ensure the
major challenges are successfully met?

You will find it helpful to give some thought to how you will respond to each question
before our session. I am interested solely in an open free-flow of information; in the
responses and ideas generated during this initial meeting, not in who says what;

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accordingly, I will not attend this part of our meeting (session one). (Facilitator Name)
will facilitate this session.

At the conclusion of session one, (name of facilitator) will review your responses to the
questions and discuss them with me.

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New Leader & Team Assimilation Meeting
Page 2 of 2

At our second session on the same day (day/date), I will have the opportunity to
respond to your answers and we will have a chance to discuss other questions and
issues.

I look forward to a productive, thought-provoking meeting. This is an excellent

opportunity for each of us to help set our course and to build a strong, cohesive team.

Regards,

xxxxxxx

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 Attachment 2

NEW LEADER & TEAM ASSIMILATION

(Leader Name)
(Date)
1. What do we already know about ______?

2. What don’t we know, but would like to know about ______?

3. What are our concerns about ______ becoming our leader?

4. What do we want most from ________?

5. What does ________ need to know about us as a team?

6. What are the major problems _______ will be facing during the

first year?

7. What are the major challenges the ________ Team and ________

will be facing over the next year? (Prioritize list)

8. What commitments are we willing to make to support ______ and

ensure the major challenges are successfully met?

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 Attachment 3

TO: (team members)

CC: (HR Facilitator)

Subject: NEW LEADER & TEAM ASSIMILATION NOTES

Attached please find the notes from the New Leader & Team Assimilation program we
developed together at the recent (_____) meeting.

First, I would like to thank everyone for their active participation in the process and the
effort put into the meeting. I believe we were able to gain an in-depth perspective of
ourselves as the (____________) team, and with your openness, the challenges we
face together for the future. I hope it was of value to the group and opens the door for
our future working relationship together as a winning team. I certainly found it of great
value and appreciate your honesty as we worked through the topics. It will be important
for our team development to have follow-up meetings during the coming year.

Many thanks also to (HR facilitator) for all of his/her effort in being a great facilitator
throughout the program.

Regards,

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 Attachment 4
Overview New Leader & Team Assimilation Process

First session: Facilitator meets with associates; leader will introduce

session and leave. Facilitator goes through 8 questions with Associates
(1 - 1-1/2 h)

Leader reviews notes of first session with facilitator (without the team)
Facilitator provides coaching to leader on responses (1/2 - 3/4 h)

Second session: Leader meets with staff, reviews points and seeks
additional information; facilitator participates (1-1/2 - 2 h)

Leader and facilitator meet for final debriefing, feedback to the leader on
his/her effectiveness in session 2 and further action planning. (1/2 - 1 h)

Leader incorporates action plan into team meetings and copies Facilitator
on progress for 6 months. Facilitator may participate in team meetings
as an option

If requested, New Leader & Team Assimilation Follow-up Session(s)

Timing – 6 to 9 months after initial session

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 Attachment 5

New Leader & Team Assimilation Follow-up Process

There are three goals for the Leader and Team Follow-up Process

• To provide feedback to the leader in terms of adjusting his or her

leadership style to the needs of the group.
• Help in further aligning the leader and team.
• Promote team development to increase their collective effectiveness.

Ideally this assimilation follow-up process would be used for a leader in a new position
six to nine months after he/she started the assignment. It can also be used with
established leaders at anytime who want feedback on their leadership style. Some
leaders use it annually with their team to be sure they are receiving candid feedback. It
also may be used following a 360 degree feedback instrument to pin point specific
behaviors to modify.

The flow of the 10 steps is similar to the New Leader Assimilation Process. (These
steps are outlined in the New Leader Assimilation Process write-up). The first section is
done without the leader attending, then the leader is briefed and the second phase of
the program is a dialog between the leader and his or her team. Each section takes
about 1-1/2 hours and the leader briefing requires about 30 minutes. If the leader has
completed the New Leader & Team Assimilation Process notes from their initial meeting,
the facilitator may want to distribute a copy to the staff at the beginning of the session
as idea starters for the follow-up meeting. The HR partner acts as a facilitator for the
session.

The following questions are used:

1. What is (___) doing that we value and want him/her to continue doing?
2. What actions is (___) not taking that we would like to have him/her start
taking?
3. What are the things (____) is doing that we want him/her to modify or
stop doing?
4. What are we (the team) willing to do to help him/her grow and succeed in
the position?
5. What do we need to start, stop or modify in our actions to become a
higher performing team?

The debrief with the leader following the session is to capture the key learning and
action items. The leader then sends a letter to the staff noting session highlights,
including the session notes, and plans for follow-up actions.

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