If someone were to confide in you that they'd spent $10,000 on a new computer system, connected the parts, switched it on and then tried to make it work – unsuccessfully – what would be your response? If they were to tell you further that because it had disappointed them, on this first try out, they'd 'trashed it' and decided to start over – to heck with the investment they'd made – would you consider them rational?

A comparable decision process is followed in many businesses whenever a key person is brought into the organization, only the impact is, conservatively, ten times greater. It would make sense to specify precisely what we want the new computer system to do before we invest in it. The same common-sense approach would apply to recruiting key persons. Again, if several persons will be using the new computer we would attempt to reach consensus regarding these critical specifications. So it needs to be with any key appointment we might be considering.

The essential task in setting up a new computer is to explore its capabilities against our needs and priorities, usually by means of careful examination of demonstration and tutoring routines. In the arena of key person appointments, this translates to an Orientation session. This is not a 'nice ritual', being little more than an extended introduction. It's a hands-on, face-to-face integration and assimilation of competencies. Its purpose is to prepare the interface between two or more vital functions so that they can operate smoothly and productively in the future.

Inserting the correct or optimal 'settings' in the various software components of the computer is critically important too. Even using a telephone requires some investment in preparation – you need to take the time to select a line and dial a number in order to reach the person you are contacting. It's no less important with people. There's a need to establish real and proper contact through use of a Mandate, a license to act, that will ensure that everyone is connected in an acceptable way. If you don't, then expect that problems will follow.

A Mandate bestows power – the ability to get things done. Power demands accountability, and we've all heard the cry! Yet we seldom take the time to set out the ways in which we will ensure that the Health and Growth of the organization stays 'on track'. Critical Issues and Initiatives being taken are not monitored regularly and before we know it, we're in the soup!

Protect your major investments. A failure in integrating and assimilating fresh talent into key roles within your organization is not only very expensive, it can be lethal. There's a revealing Case Study on the Andros Website that may help you to gain an improved perspective.

Why not invest a few minutes right now?