Beyond the First 100 Days: Rethinking Executive Onboarding
Much has been written about the “first 100 days” of an executive. While this milestone is important, effective onboarding extends far beyond it.
For mid-sized firms, the success of a leadership transition depends not only on the individual but also on the organisation’s ability to support and integrate them into its culture, governance, and strategy.
Why the First 100 Days Matter
The early months of a mandate shape perception and credibility. New leaders are observed closely by employees, stakeholders, and clients. Early wins create momentum, but they must be carefully balanced with listening and alignment.
Executives who rush to impose change often meet resistance, as teams may perceive them as disconnected from the company’s reality. Conversely, leaders who remain passive risk being seen as indecisive or lacking vision. The challenge lies in finding the right balance between demonstrating authority and building trust.
What Organisations Often Get Wrong
Too many companies assume that once an executive is hired, they will “figure it out” alone. This hands-off approach is a costly mistake.
Typical pitfalls include unclear governance and decision-making authority, weak communication between the new leader and their teams, and misalignment between board expectations and day-to-day realities. These gaps often explain why promising appointments fail to deliver.
Such failures not only affect short-term performance but also damage morale internally and reputation externally, making it harder to attract strong candidates in the future.
What Effective Onboarding Looks Like
Successful onboarding is not improvised, it is structured, continuous, and supported at every level. Boards play an active role by clarifying frameworks, connecting leaders to key stakeholders, and offering guidance without micromanaging.
Employees also need clear communication about the arrival of the new executive. When staff see that leadership is both legitimate and supported, the transition becomes smoother. Integration must also be viewed as an ongoing process, extending beyond the symbolic 100 days to ensure long-term alignment and impact.
Onboarding as a Test of the Organisation
Onboarding is often framed as a test of the executive. In reality, it is a test of the organisation’s readiness to support change. Firms that treat onboarding as a strategic process, rather than a formality, provide their leaders with the best chance to succeed and create lasting value.
By contrast, companies that neglect this phase risk wasting both time and talent, and may find themselves repeating costly recruitment cycles.
Executive onboarding should not be reduced to a symbolic countdown. For mid-sized firms, it is the cornerstone of leadership success and organisational resilience. Companies that design onboarding as a structured, strategic journey ensure that leaders can thrive well beyond the first 100 days and, in doing so, strengthen the credibility and continuity of their governance.
