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 read a great book called The New Leaders 100-Day Action Plan. Some of the key highlights include:
- Begin planning and preparation before day one
- Make a powerful first impression
- Invest in early wins to build team confidence
- Get the right people in the right roles within 70 days
Marshall Goldsmith who authored ‘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. A robust onboarding plan is vital to ensure success.
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.