Companies are bracing for turnover. Trust me, it’s coming. My sources report that with the improving economy, people who have been staying in their jobs, even though dissatisfied, will be leaving . . . and soon.

So here’s the predicament. Four out of 10 newly hired or promoted supervisors, managers, executives, leaders and line staff fail within the first 18 months of starting their new positions. ‘Failing’ includes being fired for performance, performing significantly below expectations, or voluntarily resigning from the new position.

The challenges they face today include:

— The ‘cultural fit’ between newly recruited or promoted manager and the team, department, division or enterprise is heightened.

— Better control of their personal lives.

— Expectations are higher than ever for results, but the willingness to wait for results is at an all time low.


To reduce these failures, organizations must encourage, and fund, a coaching relationship for the newly recruited or promoted person.

‘On-boarding’ or ‘assimilation’ coaches are helping company leaders and top performers manage the transition from day one — some even before they start their new role.  And this type of coaching has increased during recent years, because more employers are paying coaching fees.

Coaches assist clients in clarifying expectations, developing action plans, uncovering hurdles and even modifying their own behavior.  Leaders want support in dealing with the challenges of change.  Just like line workers facing outdated skills, this trend of either becoming obsolete or technologically challenged is fearful.  New leaders don’t have to fake it when they have access to a coach who helps them weekly with their challenges.

Who needs an executive coach? . . . maybe you do.

FORTUNE magazine reports that one reader said, “I went into the coaching experience kicking and screaming, at the insistence of my boss.  And what an eye-opener it