The First 100 Days: Onboarding for all new leaders

As we mark the first 100 days of the Obama administration, we have the opportunity to compare the publicity of this event to that of new leaders in an organization. The origin of marking of the first 100 days goes back to the Eisenhower administration.

Although the recognition of this milestone has been termed a “Hallmark holiday” by those trying to down-play the event, we not only measure early success of a new president, we use the 100-day mark as a measuring stick, of sorts, for all new leaders in our organizations.

So, whether or not a new leader wants this type of attention and pressure or not—--it is there and it is real.

Here are 5 tips for new leaders to use to manage the expectations of the first 100 days and make sure it is a “celebration” and not a “failure”.

1.) Build a foundation of knowledge base about the organization,your business, unit, function and role.

2.) Identify your key stakeholders and build relationships with these individuals.

3.) Gather feedback from your boss and a few key stakeholders regarding how well you are integrating into the organization’s culture—-“What’s the word on the street” about you?

4.) Identify “early wins” and accomplish a couple visible objectives.

5.) Observe and learn the culture—what are the “unwritten rules of the road”.


It’s all about making, implementing a plan, and managing expectations.

Don’t be a victim of the marking of your first 100 days!

Using Onboarding to Close the Deal

A family member of mine has recently completed a long, and rather challenging job search. He was laid off in July from a director-level position at a large, internationally-owned company with whom he had worked for 12 years. The "happy" ending is that he did find a position and is now working.

However, this new position has not started out as well as it could have. Unfortunately, this organization has not used onboarding to close the deal for him. As matter of fact, it hasn't done much onboarding at all.

Because of the current economic climate and job market, employers may think that they can skimp on the investment of time and resources in the selection and onboarding processes. They are in the driver's seat, after all, but this is temporary. The best talent will always be in demand and will still need to be wooed, engaged and retained. The onboarding process is a key way to do this.

My partner and I were at a conference recently and heard an author speak about how customers are at their most loyal right before they become actual customers. It occured to us that that is exactly what happens with new hires. They are energized and engaged during selection, and often become disillusioned after the "honeymoon" period ends. For my family member, the honeymoon ended during the first week!

Organizations that want to keep their competitive edge and attract and retain top talent, even in this economy, would be wise to tune up their onboarding processes.

A warm welcome and a well-delivered onboarding process will not only get the new hires up to speed faster and more productive, but also get them engaged and retained.

Isn't that that how you want to close the deal?