Effective onboarding of a C-level executive requires a strategic and holistic approach. After all, it is essential that the new leader becomes productive quickly, integrates well into the organization, and contributes strategically to the success of the company. Onboarding not only covers practical aspects but also culture, stakeholders, relationships, and expectations within the organization.
Make a Plan
“With a well-thought-out plan of action, you have the best chance of successful onboarding,” I say to my good friend Robert as we have coffee at his house. Today, we’re having an interesting discussion about onboarding C-level candidates. “Such a process is really different from that of other employees,” I explain to Robert. “After all, these are mainly senior roles that will have a major impact on the organization’s direction.”
Use Four Phases
Robert wonders what a good onboarding plan looks like. I sip my coffee and continue, “A plan of action is based on four phases: 0, 30, 60, and 90. Zero stands for preparation; 30 for the days of acquaintance and observation; 60 for the days of integration and planning; and 90 for evaluation and optimization after 90 days.”
0 – Phase of Preparation
“Make the expectations clear in phase 0. Define the role, responsibilities, and strategic goals. Communicate to your team and the organization the arrival of the new leader, including their background and focus. Also, think about logistical preparations: arrange office space, IT access, and reporting structures.”
30 Days of Getting to Know Each Other and Observing
I explain to Robert that when a new executive starts working, the first 30 days are needed for getting to know the organization and observing. “In this phase, you explain the mission, vision, values, and culture of the organization. You also provide the history and strategy of the organization. You’ll spend time building relationships and facilitating introductory sessions with direct reports, fellow leaders, and other key stakeholders.”
I tell Robert that, in this phase, the introduction of the executive to customers, partners, and relevant suppliers should also take place. Additionally, strategic analyses and other crucial business information, such as financial reports, operational challenges, and market insights, must be shared.
60-Day Integration and Scheduling
Robert wonders what should happen in the next 60 days. “They are for shadowing and active listening,” I explain. “You let the new executive observe how meetings and decision-making processes unfold, and you encourage them to gather feedback from different levels within the organization.”
Robert nods in agreement. “Are you also going to start setting strategic priorities in this phase?” he wonders aloud. “Yes,” I answer, “in this phase, together with the board and the leadership team, you determine which short-term goals are essential, and you begin building trust while creating an environment in which vision is shared and feedback is received. Additionally, we schedule check-ins with mentors or sponsors within the company, such as the CEO or a chairman.”
Evaluate and Optimize After 90 Days
After 90 days, it’s time for an evaluation to discuss successes and identify challenges. “What do you do with that information?” asks Robert. “You use it to adjust your strategic plans based on the insights from this period,” I answer. “Perhaps there’s a need for leadership development, coaching, or external support. Maybe something else. In any case, do everything you can to get the executive more deeply involved in broader organizational initiatives and external networks.”
Key Success Factors
“If I understand correctly,” says Robert, “it’s a phased process in which each stage focuses on integration, strategic evaluation, and strengthening leadership.” I nod in agreement and tell him there are also some key success factors. “To support the executive, mentorship, open communication, and pacing have a major influence on the final result. I’ll tell you more about these success factors another time. I have to get to work now; I have an appointment with a C-level candidate for a client of mine.”
Questions? Sparring? Want to Know More?
Contact me!
Wilko Grievink
M: (+31) 6 553 622 53
E: wilko.grievink@hightouchglobal.com
