Surviving the first 100 days: Successful CEO Onboarding

I was recently contacted by an old colleague who is looking for coaching support. Sarah has been appointed as CEO-designate for a global engineering services business in the US.  This is Sarah’s first CEO role, and she is a new hire at the company.  While the principles of how to plan for the first 100 days are common to all C-Suite roles, there are certain nuances for CEOs who are surrounded by people wanting them to succeed, but not necessarily wanting to help.

Around 50% of new-hire CEOs fail within the first eighteen months, mostly because of catastrophic errors made in their first 100 days. To avoid this, the three months leading up to Sarah’s commencement are among the most critical weeks.

Around 50% of new-hire CEOs fail within the first eighteen months

Apart from a short meeting with the CFO, the only people Sarah has met in the hiring process have been board members and representatives of the executive search company. We spent much of the first conversation forensically picking through the context of the role, and the clues she has been given about what is required. The first reason for the ‘first 100 days failure’ is the chasm between the context as it is interpreted, and the mandate that comes with the job offer. Understanding the change that is needed, and identifying the organisation’s willingness to abandon old habits and behaviours is a delicate balance, and one that must be done with eyes wide open.

Most boards breathe a big sigh of relief when the contract is signed, and the announcement is made – their role in succession planning has been discharged! Being proactive in building your own onboarding plan is key, and something that Sarah will do and then test with her Board Chair, CHRO and wider stakeholders to gain engagement.

Whilst most ‘new hire CEOs’ spend their time thinking about their lack of experience in the market, or of the company’s products, the next cause of ‘first 100-day failure’ is a lack of appreciation for corporate culture and politics. Sarah should not assume that everyone in the organisation wants her to succeed or that they are keen to follow her direction. Building trust takes hard yards and, in all cases, a plan.

Much of the initial value of our coaching will come in the months leading up to her commencement, and will be focused on how Sarah builds relationships with her predecessor, her new CHRO and the board. As she gets closer to her start date, this network will broaden and other relationships will need to be built – looking for specific support from each of her team in her onboarding, and with her Executive Assistant, who will be a key partner in the planning of her first 100 days.

It is a joy to work with a leader as they navigate the excitement and opportunity of a new role.  As the adage goes, ‘fail to prepare, prepare to fail.’ I am confident that with the right planning and intentionality, Sarah will manage the months leading up to her new role and the first 100 days in a way that will set her up for success for many years to come.