Get All Access for $5/mo

From Hire to Hero — 4 Strategies for Onboarding Senior Executives Setting up high-level hires for success requires forethought, the right environment and a flexible runway.

By Bidhan Baruah Edited by Micah Zimmerman

Key Takeaways

  • Hiring senior executives requires a significant investment of time and money, so careful due diligence is essential to avoid misalignment and increase the likelihood of choosing the perfect candidate.
  • By setting expectations, creating a supportive environment and giving them a flexible runway, you set the stage for a long and fruitful relationship.

Opinions expressed by Entrepreneur contributors are their own.

Finding the perfect hire for a senior executive position can take months of searching and interviewing — but that's only half the battle.

Without an effective onboarding strategy, you may end up repeating your search in 12-18 months. Whether you let them go for failing to hit their target or they leave out of frustration, the result is the same.

When that happens, you've not only wasted time and effort, but you've also lost a substantial chunk of your budget. Gallup research shows that it costs one-half to two times an employee's salary to replace them — and a senior executive's salary is substantial.

Their departure also leaves a hole in your leadership structure that can impact team morale and productivity.

Therefore, hiring and retaining senior executives requires a flexible onboarding process that strategically integrates them into their new roles and the company as a whole.

Related: How to Create a Strategic Hiring Plan

1. Start before their first day

Expecting new hires to "hit the ground running" doesn't make much sense. Why would you want them running before they know where the goal line is? They may end up heading in the wrong direction.

It's much more effective to give them a map of the territory and let them get their feet under them. Prepare all the information they'll need and have it ready before they walk in the door for the first time: key stakeholder names, organizational charts, a background on their department and team, etc.

That's not to say you should dump it all on the new executive all at once. To avoid overwhelming them, gradually provide the information over their first two or three weeks.

You can also start adding essential activities to their calendar before day one. Meaningful engagements might include meetings with board members, executive teams, and subordinates. Team or one-on-one lunches are a great way for them to get to know their direct reports and other leadership team members — and all the local lunch spots.

Related: How to Breathe New Life into Your Formal Onboarding Process

2. Set clear expectations from the beginning

When onboarding a senior executive, carefully assess their experience and determine which strategies align with your company culture. They may be eager to bring what they know to your table but respectfully decline it upfront if they propose an approach that isn't a good fit.

Likewise, develop a 30-, 60-, or 90-day plan with the new executive to establish realistic goals and create a definition of success. This gives them a target to shoot for and allows you to determine where they may need extra coaching.

Be careful not to make this plan seem punitive. Be clear that the goal is to align them with the leadership team's long-term vision. They should understand that it's a way to ensure success, not punish failure.

Related: 5 Ways to Keep Your Vision and Mission Intact as Your Team Grows

3. Foster a supportive environment

Success thrives in supportive environments, but what does a "supportive environment" look like for a newly hired senior executive? There's no magic formula, but some elements could be assigning them a mentor or coach, creating opportunities for feedback and open communication, and scheduling regular sync-ups with the leadership team.

Mentors fulfill a different role for executive-level hires than they do for entry-level employees. At the entry-level, mentors help hires adapt to the general corporate culture, learn new skills, teach them how to network, etc. Senior executives do not need that level of coaching but may value help assimilating into the company's unique culture, methodologies, and processes.

Communication is the foundation of a supportive environment. It helps build trust and rapport. Unfortunately, many businesses struggle with maintaining open lines of communication, especially at scale. They turn to bots and software automation to help bridge the gap, but this can come off as faceless and impersonal.

Nothing replaces regular meetings and informal gatherings for allowing new executives to engage in candid discussions about roles, expectations, and team dynamics. Maintaining continuous communication and regular sync-ups with the leadership team go hand-in-hand.

One-on-one meetings create opportunities for open dialogue, allowing new executives to discuss their progress, challenges, and ideas. These check-ins help the flow of communication and strengthen team relationships, and they also provide opportunities for course corrections, if needed.

4. Build a flexible runway

Onboarding programs aren't "one size fits all." Everyone adapts at their own pace, and some need a little more runway than others. Some fit into their new role in a few months, while others can take up to a year. It doesn't mean the latter is wrong for the role; there could be any number of reasons why it takes them a little longer.

For example, if they've relocated for the role, they're not just adapting to a new job and company culture. They're also adapting to a new city, a new house, new schools for their kids, new healthcare providers, etc. They have a lot eating up their mental bandwidth and energy. Given time to sort all that out, however, they might become one of the strongest leaders in the company.

As part of your onboarding runway, make ongoing leadership development programs available. Even senior executives look for opportunities for personal and professional growth within the company. On the flip side, they may be able to draw from the well of their experience to add to your leadership training efforts.

Bidhan Baruah

Entrepreneur Leadership Network® Contributor

Co-founder and COO of Taazaa Inc.

Bidhan is the Co-founder and COO of Taazaa Inc. and has also co-founded SaaS products like Innago, CookinGenie, and Tobi Cloud. He has more than two decades of software industry experience, driving cross-functional development teams to success.

Want to be an Entrepreneur Leadership Network contributor? Apply now to join.

Editor's Pick

Science & Technology

5 Automation Strategies Every Small Business Should Follow

It's time we make IT automation work for us: streamline processes, boost efficiency and drive growth with the right tools and strategy.

Business News

Former Steve Jobs Intern Says This Is How He Would Have Approached AI

The former intern is now the CEO of AI and data company DataStax.

Leadership

Visionaries or Vague Promises? Why Companies Fail Without Leaders Who See Beyond the Bottom Line

Visionary leaders turn bold ideas into lasting impact by building resilience, clarity and future-ready teams.

Marketing

5 Critical Mistakes to Avoid When Giving a Presentation

Are you tired of enduring dull presentations? Over the years, I have compiled a list of common presentation mistakes and how to avoid them. Here are my top five tips.

Side Hustle

'Hustling Every Day': These Friends Started a Side Hustle With $2,500 Each — It 'Snowballed' to Over $500,000 and Became a Multimillion-Dollar Brand

Paris Emily Nicholson and Saskia Teje Jenkins had a 2020 brainstorm session that led to a lucrative business.

Green Entrepreneur®

How Global Business Leaders Can Build a Sustainable Supply Chain

Businesses can build sustainable supply chains by leveraging technology to reduce environmental impact, optimize resources and track emissions while balancing operational efficiency and sustainability goals.