Why the start matters so much
A new executive arrives with a limited store of trust and has to learn a great deal at once: the people, the decisions on hold, the unwritten relationships and the expectations nobody has voiced. At the same time, the organisation is watching. The impressions formed in the first few months tend to last.
For that reason, onboarding an executive is not an administrative matter. It is part of the placement, and it should be planned from the moment the candidate is chosen, not from the first day.
Before the first day
- Agree the expectations in writing: the results expected at days 30, 60 and 100, in the same language as the initial briefing.
- Give access to the relevant material early, such as the organisation chart, the strategy, performance reports and notes on the important decisions now under way.
- Announce the arrival to the team clearly, including why this person was chosen and what is expected of them.
- Name one person as a peer who answers day-to-day questions, separate from the direct manager.
The first thirty days: listen before changing
The early period is best used for learning. The new executive needs to meet the key people, understand why things work as they do, and tell real problems apart from old habits that look odd but have a reason behind them.
- Schedule one-to-one meetings with the direct team and the main stakeholders.
- Ask many people the same questions: what is working well, what must be fixed, and what must not be changed.
- Choose one or two quick wins that are clearly useful and do not cause major conflict.
- Hold off on big structural decisions until the picture is reasonably complete.
Days 30 to 60: shaping the direction
Once there is enough understanding, it is time to form a view. The new executive writes a short diagnosis of the situation, chooses a few priorities and tests them with the manager and the team. At this stage, alignment matters more than speed. A priority the manager has not agreed to will become a source of friction in the months that follow.
Days 60 to 100: acting and proving
In this phase the priorities begin to be carried out. The measures of progress need to be agreed and visible. Regular conversations with the manager cover what is going well, what is held up, and what support is needed. The review on day 100 is not a pass-or-fail test. It is a point to adjust the expectations of both sides while there is still time.
The right person can fail in an organisation that does not prepare the way.
The role of the search firm and the client
A responsible firm does not stop at the signing. Checking in with both sides at a few early points helps catch problems while they are still small, such as differing expectations about authority, or a relationship with the manager that has not yet formed. The client, for its part, must be willing to listen and adjust, not wait for results without offering support.
Warning signs to address quickly
- The new executive has no access to decisions that should be theirs to make.
- The manager and the executive hold different views of the main priority.
- The direct team withdraws or waits for instructions, with no initiative of its own.
- Important information always arrives late, or through someone else.
Three things to agree with the manager from the start
- Authority. Which decisions the executive may take alone, which need consultation, and which stay with the manager or the board. Ambiguity here is the most common source of friction.
- Measures of success. Which figures or events the manager will look at to say this person has succeeded, on day 100 and at the end of the first year.
- Ways of communicating. How often to meet, in what form reports come, and what must be raised at once without waiting for the schedule.
Building a relationship with an inherited team
A new executive almost always inherits a team they did not choose. Some members may have hoped to hold the role themselves. The approach that works best is usually simple: listen properly, be clear about expectations, and be fair in judging people. Avoid forming quick opinions of people from what others say, and hold off on reshaping the team until there is enough evidence.
At the same time, do not put off a difficult decision for too long once the evidence is clear. The team notices how quickly a new leader is willing to act on what really needs attention.
The role of the manager and the board
A new executive's success depends heavily on the support of their manager. That support is concrete: introductions to important people, access to information, time set aside for regular conversations, and honest feedback from the start. A manager who only waits for results, then is disappointed in month six, often finds that the problem was there from month one.
A note for practice
Write a one-page 100-day plan with the executive before the first day: three results expected on day 100, five people to meet in the first ten days, and a schedule of reviews at days 30, 60 and 100. Give every item a date and an owner. A written plan makes difficult conversations lighter, because everyone refers to the same thing.
