OutPlacement-News: Why can foreign subsidiaries also play a role?
NewPlacement.com: Many managers also have direct dealings with foreign subsidiaries and their "princes". Different mentalities often also play an important role. A brash approach can easily jeopardize a slowly built-up relationship of trust and ultimately lead to negative consequences, which then fall back on the manager. Foreign daughters in particular react very sensitively if they are not sufficiently involved in strategies. The informal networks that then glow are difficult to fathom and control.
OutPlacement-News: That was already a lot of topics to consider during onboarding. Are there any other points beyond that?
NewPlacement.com: There are a lot of additional "danger areas" across the board. First and foremost, we see the informal network ("who with whom and why") in the new company that has formed over the years across all levels. Simply looking at the black lines on the organizational chart does not help here. Managers should use the induction meetings to recognize as many lines as possible. Then they can better understand many connections and consciously use this network through the flow of information. Other important points can be the inaugural speech, the debut, existing "inheritance yards", parking, office, travel and 100-day paper. Basically, in the beginning, modesty performs better than know-it-all or "bragging".
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