Quick guide to your new executive’s first year: short-term goals for long-term success

Hiring an executive leader is a hefty investment. Not only are you betting on their ability to add value quickly, but you’re also introducing a new element into your company’s chemistry.

The risk involved in bringing in a high-ranking leader is why many organizations partner with executive search firms and consultants to source, interview and land the right talent.

But what needs to happen before and after that executive’s first day on the job to ensure they integrate with the team and maximize long-term success?

At Charles Aris, we check in with our clients and placed candidates every three months during the first year of employment. These touchpoints help ensure things are going well and allow us to offer guidance throughout the executive onboarding process.

Here’s what we recommend prioritizing to help new leaders start strong and grow into true A-Players.

The nuts and bolts of a successful executive onboarding program

Effective onboarding sets the tone for a new hire’s entire experience and provides insurance on your talent investment.

The goal of executive onboarding goes beyond routine orientation. It’s about helping new leaders understand the business, build relationships and gain the confidence to operate effectively, while still giving them space to play to their strengths and establish their personal brand.

Below is a sample onboarding framework we’ve seen work well at the executive level.

Before day one: preboarding

Preboarding keeps momentum high after the offer is accepted. A welcome message, a simple first-week roadmap and a small swag package go a long way toward reinforcing excitement.

Sharing recent team materials, project context or key meeting notes helps your new executive feel like an insider from the start. A quick call the day before their first day to express enthusiasm and confirm logistics can also reinforce commitment and reduce pre-start uncertainty.

Day one: batching start dates when possible

Whenever feasible, onboard multiple new hires at the same time to create instant camaraderie. If possible, schedule start dates on days when the team is together in person.

Early on day one, hold a dedicated meeting between the executive and their manager to walk through the onboarding plan in detail. Providing supplemental materials or structured activities also helps fill natural downtime and keeps day one productive without being overwhelming.

Week one: assigning a buddy or mentor

Assign a welcome buddy or mentor to give your new hire a safe, informal outlet for questions and guidance. Regular check-ins with this person help executives learn team dynamics, culture and unwritten rules more quickly.

Encourage buddies to include new hires in virtual happy hours, lunches or coffee chats. Prepopulating calendars with key meetings also helps new leaders feel informed and confident early in the onboarding process.

First 90 days: feedback and check-ins

Structured feedback is a cornerstone of successful executive onboarding. Schedule check-ins at 30, 60 and 90 days to recalibrate expectations, surface challenges and identify anything that would meaningfully improve the executive’s ability to succeed long-term.

These conversations prevent small issues from becoming larger ones and reinforce alignment between the leader and the organization.

Understanding priorities in the first year

The first year in any executive role is about building credibility and relationships.

New leaders should spend significant time absorbing company history, financials, strategic priorities and industry dynamics from trusted, tenured colleagues. Without this context, any changes they attempt to implement risk missing the mark.

At the same time, executives should be supported in demonstrating early success. Look for small but meaningful improvements where the new hire can show impact with guidance from the existing team.

With the structure of a strong onboarding program, this balance can be achieved within the first few months on the job.

Common executive onboarding pitfalls

When recruiting top-tier executives, it’s best to assume candidates are: a) entertaining multiple offers from competing companies, and b) anticipating a counteroffer from their current employer.

Charles Aris Practice Leader Blaine Ayres recalls a CFO search where a client’s preferred candidate accepted a counteroffer between offer acceptance and the planned start date.

“I now advise all my clients—especially if there’s more than a month between acceptance and start—to think of ways to touch base with the candidate on a weekly or bi-weekly basis,” he explained.

Preboarding is a critical part of successful onboarding. Executives should never feel in the dark between offer acceptance and day one. Without consistent communication, doubt can creep in and competing offers become more appealing.

Another common pitfall is missing the “Goldilocks” zone after the executive starts: too much information versus too little direction. This is where routine check-ins and structured feedback are invaluable.

New hires shouldn’t feel overwhelmed on day one, but they also shouldn’t feel idle. Pay attention to their working style and pace throughout onboarding to ensure they have the right level of responsibility and support.

It’s also important to manage how closely the role aligns with the original job description. Executive roles evolve quickly, but too much change without explanation can feel like a bait-and-switch.

“A lot of times when we’re talking to candidates about why they left prior roles, they say it’s because they were promised they’d be doing one thing and ended up doing another,” says Senior Practice Leader Kevin Stemke.

When in doubt, overcommunicate. Don’t rely on the executive to raise concerns first. Structured check-ins should explicitly invite honest feedback about pace, scope and expectations during onboarding.

Key takeaways

Your new executive’s first year should focus on building credibility, relationships and context before driving major changes.

Strong executive onboarding is essential. New leaders need time to deeply understand company history, strategy and culture, while also being positioned for low risk wins that demonstrate impact.

The most effective onboarding programs balance structure with flexibility, provide mentorship and include regular check-ins at 30, 60 and 90 days. Avoid the extremes of information overload and isolation, and when in doubt, overcommunicate rather than waiting for concerns to surface.