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Through my years of experience in executive search, I’ve come to realise that while much is written about hiring, there’s surprisingly little guidance on effective onboarding—especially for senior leaders. Yet, I’ve personally seen how a thoughtful, holistic onboarding process can ease transitions, align expectations, and set both employers and new hires up for success. In short, I’m passionate about addressing this gap and helping organisations create smoother, more impactful starts for their leadership teams.
I recently read that traditional onboarding often falls short of preparing executives for the complexities of their new roles, contributing to a startling 40% failure rate within the first 18 months. Even among those who succeed, 60% report taking six months to reach full effectiveness (Harvard Business Review). These gaps highlight a critical flaw: traditional onboarding tends to focus on logistics rather than fostering alignment of expectations, building relationships, and equipping leaders to navigate organisational dynamics. Without a more strategic, holistic approach, both employers and new hires face unnecessary setbacks that can hinder long-term success.
As a Senior Partner at Page Executive, I focus on executive and non-executive placements, working closely with family-owned businesses, mid-cap private equity-backed firms, and non-profits. I also lead the Non-profit Practice for Continental Europe, where I’ve supported countless organisations in finding leaders who are truly a great fit. This has given me plenty of first-hand experiences with onboarding executive leaders, getting to know the ins and outs of what works and what doesn't.
Recently, I had the pleasure of moderating a panel discussion on “Mastering Holistic Onboarding: Strategies for Success” in Lausanne, where the panelists and I dove into some tips and tricks for transforming onboarding into a positive and effective experience for all parties involved. Today, I’m happy to share some of those findings and insights with you.
One thing I’ve discovered is that as the workforce evolves and technology advances, the demands on leaders are greater than ever. Stepping into a senior leadership role is as much about navigating a new landscape as it is about delivering results. The early months often reveal challenges that extend far beyond the job description. Leaders have to navigate unspoken organisational norms, complex dynamics, and, of course, the weight of expectations. They are tasked not only with achieving results but also with building trust, adapting to an unfamiliar culture, and aligning their vision with that of the organisation.
This can be very daunting, even to the most competent leaders. Organisational politics often present a challenge, requiring leaders to navigate complicated power dynamics and relationships. Cultural adaptation is another key factor, as understanding and integrating into a new organisational culture takes time and effort. Not only that but stakeholder relationship-building demands that leaders quickly establish trust and rapport with key individuals within the business.
I’ve also noticed that high expectations and pressure to perform can be overwhelming, especially in high-stakes environments. Finally, the complexity and scope of their new role often stretch even the most experienced leaders, as they balance immediate priorities with long-term strategic goals. As you can see, there are certainly a lot of factors at play for leaders in new roles. Each of these underscores the importance of a thoughtful and holistic onboarding process to support leaders through these critical transitions.
I’d like to share more about the main challenges that organisations face when bringing on a new senior leader.
Now this is key—relationship building should be the top priority from the very first interview. While the hiring team may have plenty of questions to ask the candidate, they need to intentionally leave space to get to know the ambitions, personality, and preferences of the candidate, while creating an environment where they are encouraged to ask their own questions as well. Again, this is key!
When organisations approach their relationship with the newcomer with inflexible high expectations, they invite misunderstanding and resentment, which does nobody any favours. With this approach, the organisation often projects existing uncertainty and fears onto the candidate, setting the tone for the hiring process. Without knowledge of the details of the organisation’s history and culture, the candidate is not equipped to address these projections.
Senior leaders stepping into a new organisation often bring well-established patterns of decision-making and communication from their previous roles. While experience is valuable, clinging to old habits can limit their ability to adapt to a new organisational culture and priorities.
New leaders need to navigate the complexities of their new environment with openness. This involves acknowledging what they don’t know, being willing to learn from their teams, and adapting their leadership style to suit the organisation’s unique context.
Building trust and rapport with key stakeholders is essential to success. Leaders must invest time in understanding their colleagues’ perspectives, creating alliances, and aligning with the team to cultivate a shared vision.
Leaders often face unclear expectations or misaligned goals during their transition. By initiating an honest, ongoing conversation about their role and priorities, they can establish mutual understanding and chart a path to measurable impact.
360—or holistic—onboarding rethinks traditional onboarding processes to ensure a smoother and more effective transition for both new leaders and the organisation. This approach fosters a culture of continuous self-improvement and autonomy, relying on collaboration and coaching to guide the onboarding experience.
By focusing on the inclusion of appropriate stakeholders, leveraging third-party coaching for objective support, promoting open dialogue for clear communication, and collaboratively defining expectations to align priorities, 360 onboarding establishes a foundation for long-term leadership success.
Many organisations probably don’t think of coaching as an essential piece of the onboarding puzzle. But, after learning more about its many benefits for both leaders and organisations, I’m hoping you’ll rethink that.
Coaching plays a pivotal role in creating a seamless onboarding experience, offering new hires a neutral perspective to navigate their transition effectively. Engaging a coach early in the recruitment process can enhance team dynamics by fostering trust and open communication.
Confidentiality in the coaching relationship is critical, as it provides a safe space for new hires to share concerns, receive honest feedback, and work toward success without fear of judgment. This approach allows the organisation and the employee to collaborate on a tailored onboarding plan, emphasising shared goals and mutual understanding.
While having a coach is invaluable for any executive, it becomes even more critical when transitioning to our company. A coach can act as a bridge, helping the executive decode our culture, align with our organizational priorities, and avoid potential missteps and ultimately minimize the risk of a poor fit or early departure.
Nicolas Schornoz,Chief Financial and Operations Officer at Vesterguaard
Coaching is not only essential for easing a new hire’s initial transition but also serves as a long-term support system. It enables new leaders to build relationships, navigate organisational culture, and align with team expectations while reducing uncertainty on all sides.
I always say that trust begins the moment you shake hands and say “We would like to hire you.” But it is not earned immediately. Building trust is a long process.
Clear and aligned expectations are fundamental to successful onboarding. This process is a two-way street, where both the organisation and the new hire must collaborate to define timelines, goals, and priorities from the outset. Co-creation should be the default, working together to define rules, boundaries, and measures of success. Actually, Deloitte says “69% of employees are more likely to stay with a company for three years if they had a positive onboarding experience.
Establishing these parameters helps to prevent misalignment, ensuring that both parties are on the same page and setting the stage for a productive working relationship.
It’s important to acknowledge that impactful contributions take time. While many organisations expect results within the first 90 days, onboarding should account for the fact that effectiveness often requires a longer ramp-up period. Step into conscious leadership by clearly communicating expectations and timelines, fostering a supportive environment that encourages steady progress rather than unnecessary pressure. This type of dialogue ensures that both sides feel heard and valued, which helps prevent misunderstandings later on.
A positive onboarding experience begins with preparation, but flexibility is key. Having a plan in place ensures consistency, yet adjusting to the individual needs and preferences of the new hire demonstrates adaptability and fosters trust. Onboarding isn’t one-size-fits-all, and a personalised approach sets the tone for a collaborative working relationship.
Conscious leadership encourages organisations to approach onboarding with empathy, recognising that each new leader brings a unique set of experiences and perspectives. By practising self-awareness, organisations can anticipate and address the diverse needs of their new hires, creating a smooth and thoughtful onboarding experience.
Power dynamics should be minimised during the onboarding process. Treat the candidate as an equal partner in the journey, focusing on shared goals rather than hierarchies. This approach creates a more open, respectful environment where both parties feel aligned and invested in mutual success.
Identifying stakeholders in advance is another crucial step. Consider involving team members who embody the company’s culture but whose roles don’t directly overlap with the new hire, as they can act as valuable cultural ambassadors. Finally, adopt a positive mindset—leave scepticism aside and approach onboarding with optimism, understanding that the tone you set will influence the candidate’s perception of their new role.
Conscious leadership plays a vital role in holistic onboarding by encouraging leaders to remain self-aware, recognise their default patterns, and actively choose a more thoughtful response. A conscious leader values the unique perspective a new hire brings, balancing the organisation’s existing expertise with fresh insights. This approach fosters a culture of collaboration, where integrating new talent becomes an opportunity for growth and innovation rather than disruption.
By embracing conscious leadership, organisations can create onboarding experiences that are not only efficient but also deeply human, prioritising connection, empathy, and shared purpose.
One of the most effective examples of 360 onboarding that I’ve seen came from an industry association seeking to onboard a new CEO. The board, united in their vision, began the process with transparency and collaboration at its core. From the first meeting, the focus was on brainstorming the ideal approach and openly discussing both strengths and potential challenges.
Involving staff members—while inherently complex—was another critical element of success, demonstrating respect and fostering transparency across all levels of the organisation. By prioritizing a “soft landing,” the onboarding process ensured that the new CEO felt supported and integrated from day one. Key factors such as maintaining a positive attitude and avoiding scepticism were instrumental in creating an environment conducive to trust and long-term success.
Taking part in the panel discussion has reinforced my understanding that onboarding isn’t just a process of introducing a new hire to the company—it’s a dynamic experience where, at its best, both the organization and the individual actively co-shape the journey. In my experience, when both sides engage fully, and involve all key stakeholders in a 360 perspective, it becomes a partnership, setting the foundation for lasting success and mutual growth.
Susanna Swann,CHRO at Geneva Airport
At Page Executive, we offer support to create a seamless recruitment and onboarding process. This starts with treating both clients and candidates as equals, fostering a collaborative dynamic that allows for thorough due diligence and meaningful dialogue during interviews. We encourage a balanced approach, ensuring both parties have equal time to ask questions, share perspectives, and establish rapport.
Our ultimate success metric is time. A year after placing a candidate, receiving positive feedback from both the client and the hire is our greatest reward. We’re here to help you navigate each step of the process, from recruitment to onboarding and beyond. Reach out to me or one of our Page Executive team to start a conversation about improving and revitalising your approach to effective onboarding.
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