The critical importance of on-boarding executives: Why companies must get it right

How was your on-boarding? In this article I will describe the importance of the on-boarding process for leaders and the company. Effective leadership is crucial to a company's success, but even the most talented executives can struggle or fail if they are not properly on-boarded. The on-boarding process, especially for senior leaders, is more than just an administrative exercise—it's a strategic investment in the future of the company. Executives must be equipped to navigate their new environment, build key relationships, and align with the company’s culture. Without this, they are likely to fail, and the organization will face serious consequences. Recent research highlights the importance of this process: in some industries, up to 50% of senior leaders leave their positions within the first two years. This level of turnover is not only disruptive, but costly, and can erode trust throughout the organization. To avoid this, companies must provide a structured and well-thought-out on-boarding process that includes coaching and tools like Hogan assessments to help executives integrate successfully.

The first 100 days are widely considered to be a defining period for any new executive. This is the time when they need to quickly understand the organization's culture, build alliances, assess the current situation, and make early strategic decisions. It's also when they set the tone for their leadership style and how they will work with their teams.

However, without proper on-boarding, the first 100 days can be a minefield of challenges. New leaders must navigate company politics, adjust to unwritten cultural norms, and establish credibility with key stakeholders—all while under immense pressure to perform. This is why internal or external coaching during this period is essential. Coaches can act as objective sounding boards, helping leaders identify potential pitfalls, manage their relationships, and accelerate their adaptation.

Key Aspects of the First 100 Days for Executives

1 Understanding the organization’s culture: every organization has its unique culture—its values, norms, and behavioral expectations. New executives who fail to align with this culture will inevitably clash with the company’s "immune system," which works to expel those who do not fit. Executives must understand not only what the company says its culture is, but also how things truly operate on the ground. Coaching can help leaders decipher these subtleties and adapt accordingly.

2 Building key relationships: successful leadership relies heavily on trust and strong relationships with peers, direct reports, and other stakeholders. New executives need to identify the people who can support them in their role and those who might challenge them. Coaches can assist in relationship-building strategies, ensuring that leaders foster the necessary connections to succeed.

3 Establishing credibility: executives must quickly demonstrate their competence and vision to build confidence among their teams and stakeholders. However, this can be a delicate balance, as leaders who act too quickly without fully understanding the landscape may face resistance. Coaches provide a vital perspective, encouraging leaders to approach decisions with both confidence and caution.

Executives often come into new roles with significant pressure to perform, and how they handle this pressure can shape their success or failure. Two of the most common pitfalls are overconfidence and insecurity—both of which can sabotage a leader’s ability to integrate and succeed.

Overconfidence: some leaders come into new roles with the assumption that their past successes will automatically translate to the new organization. This can lead to rash decision-making, a failure to listen to key voices, and a lack of awareness of the nuances of the new culture. Overconfident leaders may alienate their teams and cause friction, leading to an eventual breakdown in trust and support.

Insecurity: on the other hand, insecure leaders may hesitate to make bold decisions, constantly second-guess themselves, or become overly reliant on validation from others. This can erode confidence in their leadership and stall the momentum needed for change. Insecure leaders may also resort to micromanagement as a way to exert control, further damaging relationships with their teams.

Both overconfidence and insecurity stem from a lack of self-awareness, which can be addressed through assessments and coaching. Tools like the Hogan Assessment help to evaluate a leader’s personality traits, potential derailers, and underlying motivators. These insights can be critical in helping new executives manage their tendencies and adjust their behavior to fit the role more effectively.

When executives fail to integrate successfully and leave their positions, it’s not just the individual who suffers—high turnover among senior leaders can have a profound impact on the organization. The cost of replacing a senior executive is steep, often three times their annual salary when considering recruitment, on-boarding, and lost productivity. Beyond financial costs, frequent leadership changes can disrupt the company’s strategic direction, lower employee morale, and create instability across the organization.

Moreover, high turnover at the top sends a negative message to employees and stakeholders. It can create an environment of uncertainty, where employees become disengaged and less willing to commit to long-term goals. When leadership is in constant flux, employees may hesitate to fully invest in their roles, unsure of how long the next leader will remain in place. For these reasons, reducing turnover among senior leaders must be a priority for companies. This begins with a robust on-boarding process that equips leaders with the tools, support, and knowledge they need to succeed in the long term.

One of the most effective ways to support new executives is through the use of diagnostic tools like the Hogan Assessments , which offers insights into a leader's personality, values, and potential derailers. These assessments are designed to identify behaviors that can help or hinder a leader’s success, providing a roadmap for how they can navigate their new environment. Benefits of using Hogan assessments are;

- Personality Insights: Hogan assessments evaluate an executive's core personality traits, helping them and their coaches understand how they naturally approach challenges and relationships.

- Identification of Potential Derailers: Hogan is particularly effective in identifying the personality traits that can lead to failure if not properly managed. These include tendencies toward overconfidence, risk aversion, or conflict avoidance.

- Cultural Fit: Hogan helps assess whether an executive’s values and behavioral preferences align with the company's culture. This is crucial for long-term success, as a mismatch in values can lead to friction and ultimately, failure.

With the insights from Hogan assessments, coaches and HR teams can develop personalized onboarding and development plans that address specific areas for growth, helping executives integrate more smoothly into their new roles and avoid common pitfalls.

The on-boarding process for executives is not something to be rushed or taken lightly. A well-designed, thoughtful approach to on-boarding—one that includes coaching, cultural immersion, and tools like Hogan assessments—can significantly increase the chances of long-term success for both the leader and the organization.

Organizations that fail to onboard their executives properly risk not only the personal failure of those leaders but also the broader stability and success of the company itself. High turnover, misaligned leadership, and cultural disconnects can all have a cascading effect on the business, leading to costly disruptions and lost opportunities. Ultimately, investing in the proper on-boarding and support of executives is an investment in the future success of the organization. By providing leaders with the tools, insights, and guidance they need to navigate their first 100 days and beyond, companies can build a strong foundation for sustained growth and leadership excellence.