Andrew Block is CEO of Block Performance Solutions.
With the growing complexity of the marketplace, driven by advancements such as AI and the integration of multiple generations in the workforce, the effective onboarding of new executives is more critical than ever. What happens in the first 12 months of a new role can determine not just the leader’s trajectory, but the organization’s overall performance.
Organizations invest significant time and resources in recruiting top talent, yet many new leaders fall short and even fail because they and their company are either too busy or simply misunderstand or undervalue the importance of the onboarding process. It can take 12-18 months for a new leader to integrate into their organization successfully, but studies report a 40% or more failure rate within this period. Failure to effectively on-board new talent into an organization leaves both the executive and the organization vulnerable to costly missteps.
What key steps can companies take to set their executives up for success? By addressing four common pitfalls, organizations can optimize their onboarding processes and create the conditions for long-term leadership effectiveness.
Aligning With CEOs
The relationship between a new executive and the CEO is pivotal. Misalignment of goals or priorities can derail even the most promising hires. This is why it’s critical to establish clarity and trust from the start.
Executives should initiate conversations with their CEO to understand their immediate goals, long-term visions and key relationships. Questions like “What does success look like to you over the next two years?” and “Who are the key stakeholders I need to connect with first?” help both parties build a shared understanding. These discussions should be part of an ongoing process to refine goals and build rapport.
Building Relationships Across The C-Suite
It’s easy for new executives to focus narrowly on their immediate responsibilities but overlook the importance of building alliances across the organization. Success in a new executive role often hinges on relationships beyond the CEO. That’s why new executives need to engage with other C-suite leaders proactively. The goal is to demonstrate a genuine desire to understand their perspectives and priorities—and show a willingness to learn in the process. Solving a key pain point for or with a colleague early on can be a powerful way to build these crucial relationships.
Developing High-Performing Teams
Executive success depends on the strength of their teams as much or more than their individual performance. New leaders shouldn’t jump to conclusions about their team’s capabilities without taking the time to assess the situation first. Approaching a new team with an open mind can help clarify their existing dynamics, strengths and gaps. Here, questions such as “What’s working well today?” and “What would you like to see more or less of?” can give important insights that form the basis for talent assessments and boost team alignment.
Integrating as a team leader is equally important. Establishing norms around things like communication, meeting timing and conflict resolution can help ensure that the team operates cohesively. Showing vulnerability—sharing personal stories or career lessons—helps break down barriers and build trust.
Balancing Quick Wins With Long-Term Vision
As a new leader, the pressure to deliver results quickly can tempt executives to focus on what’s right in front of them. While quick wins are important for building momentum, they shouldn’t come at the expense of establishing a clear long-term vision.
Executives should balance addressing immediate challenges with creating a long-term strategy for the organization. Consider creating a draft of this strategic vision with input from key stakeholders, so they feel they have ownership and buy-in and are being heard. Again, finding and solving particular pain points for your team or CEO and demonstrating measurable progress early on—such as reducing turnover, improving profitability or successfully launching a critical new initiative—can help build credibility for new executives. As always, clear communication is essential. Leaders must ensure their vision is understood at every level of the organization, from the boardroom to the front line.
Effective executive onboarding doesn’t stop on the first day of work. No matter how experienced a new hire is, it’s not enough to fill the first two weeks of their calendar and assume they can take it from there. The true work comes with integrating them into the organization quickly and effectively and continuing to provide the appropriate support over the first 12-18 of the executive’s new assignment. Whether this involves hiring an outside leadership transition coach, assigning an internal mentor and/or providing other resources, organizations need to ask themselves not whether they can afford to invest in onboarding—but whether they can afford not to.
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