The first 90 days in your new role is likely to affect your long term success and the enjoyment of your new challenge. I've lost count of the number of stories of executives starting and not having their desk or computer set up. Or, the reality of the role is very different to the one described during the interview process. Or, only a handful of people knew they were joining and there was no communication about them starting.
The on-boarding process is as much the responsibility of the new executive as it is the company. There is a lot that can be done and agreed by both parties well before start day. This will take an investment in time before you start but being clear on objectives, priorities, actions, communication, expectations and challenges will make all the difference.
I've read some great books on leadership. Marshall Goldsmith (What got you here won't get you there) mentions that the Harvard Business Review reports that 61% of executives are not prepared for their new leadership role and 50-60% of executives fail within the first 18 months on the job. That is an extraordinarily high turnover for arguably one of most important and expensive hires a company will make.
One of our Executive Coaches here at Collingwood, Dr Paul Turner, has a proven model to successfully transition leaders into a new role. Using Hogan Assessments we benchmark the new employees leadership strengths and weaknesses and create a tripartite agreement with their line manager focused on the key areas to work on, set clear objectives for the first 90 days, to combat the unknowns and fight the inevitable 'fires' for both the new Executive and the Company. For such an important move, preparation, planning, and support in that first 90 days is key to success, and of course enjoyment.
Whenever I transition to a new opportunity, I think about how to start well. How can I ramp up as effectively as possible?