Leadership On-Boarding: The First 90 Days
Ken Schmitt, CEO TurningPoint Executive Search interviews Edith Hamilton| CFO Coach | Executive Coach at NEXT New Growth in Los Angeles, CA
CEO | Ken (00:07)
Thank you for joining us today. My name is Ken Schmitt. I'm the CEO and founder of Turning Point Executive Search in the Sales and Marketing Leadership Alliance.
We're doing a lot of work these days with companies that are privately owned, or owned by families, and by private equity firms as well.
We start this year of 2021 focused on nuances out there, and what the unique environment and dynamic is like for folks that are coming on board.
I'm joined today by CFO Executive Coach Edith Hamilton who lives here in Southern California. Edith welcome. Thank you for joining us today!
Executive Coach, Edith (01:07)
Thank you for inviting me. Glad to spend this time with you. You are an inspiration to me.
CEO | Ken (01:12)
Thank you. I appreciate that. I'm looking forward to a lively conversation today about your executive coaching practice and how you support top executives, especially those seeking a smooth transition into a new position, to really make a positive impact early on. Please talk bit about your practice, what you do, and how you help those dealing with a transition.
Executive Coach, Edith (01:31)
I'm an executive coach and I work primarily with C-level executives, mostly CFOs, and also Chief Operating Officers and occasionally VPs of Finance or Operations.
My focus tends to be on helping them excel in the role they're already, in because a PE firm has purchased the company and that’s a game-changer.
When you have a new partner and you need to rethink how you do things -- because the level of expectations can suddenly be much higher. This affects presentations, internal management reporting, relating to others at all levels, and much more. So PE firms often bring me in to partner with a CFO when they want to invest in that CFO.I also work with individuals who have been recruited either by a PE firm or other organizations. Typically, these firms are between $75 million and $2 billion in size.
An individual may say, “I have this amazing opportunity ̶ I want to make sure I hit this out of the ballpark in the First 90 Days, and really start strong, and generate a lot of credibility”. I work with CFOs and other individuals to set the stage for a lot of momentum going into their next three months.
Executive Leadership, Tips for First 90 Days
CEO | Ken (02:54)
Definitely. That's something that we see all the time in our own search business with operations or executive leadership, as well as in sales and marketing.
That first 90 days is so incredibly important. It's so critical to make the right impression with your new boss.
Also concerning peers and your staff — when you start as an unknown in an organization, you need to make a good impression early on.
So, based on what you've seen out there in your work with a lot of different executives over the years, what are some of the common areas where people tend to get tripped up in those first 90 to 100 days of a new position?
Executive Coach | Edith (03:40)
Great question. When we get hired, we are excited about all the things that we are expected to get done. And depending on what our personality type is, we can fall prey to self-sabotaging ourselves in a number of ways.
Common traps in the First 90 Days
A failure to focus, a sense of taking on too much to do. And so you end up digging a hundred wells that are 10 feet deep, instead of few wells that are really deep and get the results you want. So failure to focus is definitely one issue.
A related one is saying “yes” too much ̶ saying yes to everything because you're wanting to win people over. But if you say it too early and too often, it can spread you so thin that you actually end up losing confidence and credibility.
I see sometimes a failure to have the needed clarity of what is required in the environment process-wise, or just not understanding the business well enough so that your recommendations really resonate. Create that resonance – which comes from having spent time understanding how the founders, especially if it's small business – see the business, and where they see it going. Even if your vision for it is different, create that “yes, and” approach so that they feel you are a necessary partner, and recall the reasons why they hired you.
Another problem is failing to link their vision with yours. Say you come in with all these great ideas and you think you've got the answers, how you're going to turn this business around or take them to the next level. Well, If it goes too fast for the owner, for the founder, for the current CEO – even if they're a second generation leader who “gets it” – it may not be to your advantage to go as quickly as you think you should be going.
Another way we self-sabotage is when individuals want to be perfect: because trying to move too fast without buy-in can have the opposite effect and slow us down. It can get in the way, frustrating people.
And a closely related problem of the perfectionist is a need be too controlling – requiring your team, your staff, to adapt to your own style, because if it's a proven method and you know it works. And if only they'll do it your way, everything will be great. So coming across as too controlling, without first establishing relationships and knowing where the land mines are in the culture is a dangerous example of the self-sabotage that people do to themselves.
And all these things can be avoided by proper preparation and mind set, which is where a coach comes in.
How to avoid mistakes in the First 90 Days
CEO | Ken (06:25)
Gotcha. You know, I think people obviously don't go into that situation thinking that they're self-sabotaging. They think they're doing what's prudent, what's efficient and what's effective: not realizing that many of the things that you just talked about can end up derailing the train.
And like you said, it has the opposite effect for sure. Do you kind of guide your clients and point out some potential pitfalls and say, “Hey, here's some things that I've seen other people do where they self-sabotaged themselves?” Or do you kind of wait for things to unfold and then address it as it happens?
Executive Coach | Edith (07:05)
Both! A lot of our self-sabotage comes from overusing strength. A person may come to a new role ready to rely on methods he’s good at and worked well in his last role, not understanding that maybe that's not what is going to be a key to success in the new one. This is an important aha for people to think about early during that transition phase.
Related to this there are tools that I encourage people to use – we can put it into the notes below as a link. This includes an assessment that can identify your top saboteurs, whether that is The Perfectionist or The Controller, or the person who tries to do too much.
This kind of tool is part of a strategy to make you aware, and with this elevated self-awareness you can reject your own saboteur-behaviors and adapt appropriately to the new environment.
For someone who tends to overuse strengths, the goal is to be able to use it like a dial – and dial it up only to the optimal point. Because if you overdo it, then it will be ineffective, and actually counterproductive. The crucial difference between operating with a strength versus overusing it can be achieved through a guided self-awareness.
How to start your First 90 Days right
CEO | Ken (08:30)
So what are some of the key things that you focus on with your clients in that First 90 Days for them to make that impact, really make a difference and build credibility quickly?
Executive Coach | Edith (08:42)
When a person comes to me, depends on where they are in their 90 day transition. If they're in a place where they've just accepted the role work and they're transitioning out,
The first thing that I say is plan your exit. Plan to disengage as quickly as you can. Often people work [because we're wonderful people who are giving and want to do the best for our current employer] until midnight on the last day, and then start on a Monday. And that's not really setting yourself up for success. So what I say is, “When you're even in the negotiation phase, begin to negotiate having at least one, ideally two weeks in between. And I don't mean the two weeks of notice!”
I've been on the hiring side: I’ve worked for Fortune 500 companies, and companies of all sizes. And I know that when I hired, I would ask “Can you start tomorrow? Oh … You have to give two weeks’ notice?! …. All right… All right…
Well then, can you start immediately the Monday after [your last day there]?”
So, I would say to those of you who are hiring managers:think of what's in it for you, to allow them to have a week, at least, in between to recharge so that they start fresh.
And give them time to really get to know your company in a way that they can hit the ground running.
So the first thing I say to a leader approaching a transition is, “Plan to disengage and plan that time in between. So you are well rested.”
The second thing I say is, “Create a plan for yourself”. Understand that in your First 90 Days, you're still earning that trust and you want people to say to each other, “We hired the right person.” That doesn't come by accident. You don't just stumble into that. You need a strategy.
Negotiate for Time Before Starting a New Role
CEO | Ken (10:39)
That's a really good point. Your point is so well taken in terms of that time required in-between, and the folks that you're coaching, the folks that I'm placing in jobs, they're all, A-players, right?! They're all hard drivers, Type-A personalities. And the thought of them taking any time off! It's just, oh my gosh, “How can I possibly even think of that?! Never mind asking for it!”
I agree that that refresh time, that break in between, is important. A lot of the folks that we work with have been at their current job for a while and they either haven't had a vacation or it's been minimal over the last several years. Taking that time to really refresh, to kind of take a step back and give your mind and your body, and if you will, your spirit, a chance to get ready for the next endeavor – that goes a very, very long way.
Executive Coach | Edith (11:25)
One of the leaders that I began working with over the summer came to me and she said she had two weeks in between jobs. She had given two weeks’ notice, AND she had negotiated as part of her starting dates, two weeks in between: one to take a family vacation, and then she used that 2nd Week specifically to begin to know the company and begin to call her direct reports [before her actual start date].
She said, “I'm just calling to introduce myself: to let you know a little bit about me, to get to know what’s important to you, and for us to know each other as individuals before we hit the ground running. So that our first meeting isn't about the business, but it's about making a connection – because connection is important to me.”
And now that she's six months into her role there, I can say it has been fantastic. The relationships she's built, the things she’s been able to overcome, have been phenomenal. And I think a large part of that is her emphasis on creating those personal connections, both direct reports, as well as with peers.
Work to connect deeply with Peers in First 90 Days
CEO | Ken (12:31)
So let's, let's talk a little bit, Edith, about kind of what you're seeing out there in terms of the kind of that transition period and, and how companies are, how executives are allowing their financial leaders or other leaders, operations, or otherwise giving them a little more leeway in terms of letting their plans play out and seeing their new processes and new plans come to fruition.
Executive Coach | Edith (12:52)
Yes, it certainly is a different time, isn't it? And what is surprising during COVID times is how quickly people have been able to get hired and to make that transition how quickly we've adapted. There hasn't been the interruption I would have expected in the recruiting cycle. I am busier than ever in terms of people saying they have landed new a position, or are about to start, or have just started.
And what is the new strategy given how different the world is?
How do I make connections with my colleagues, with my direct team, in order to create the connection that I no longer have the opportunity to do in person?
This is especially challenging for us introverts and, believe it or not, I count myself among those. And I hope that I actually am a story of hope for those of you who are introverts, because you can learn to take the initiative and to put yourself out there. I know that sounds cliched in terms of reaching out to individuals and beginning to share, and people who come to me for coaching ask,
“How do I do that? How do I make these connections?”
If we don’t make connections when we go forward with business conversations, it will tend to feel a little bit transactional, and that connection is missing. I encourage people as part of their 30 Day Plan to identify some “early wins” projects. But as important as early wins are, even more important is the relationship wins that create a sense of connection with individuals.
On-Boarding Tips for Hiring Managers
For those on the hiring side, I recommend that you be extra thoughtful in creating that plan for your new hire.
You should begin your onboarding process a week or two before they actually begin, in terms of sending them the equipment that they need, whether it's a computer or printer or whatever that you supply, as well as
Setting up time with and for those individuals you think they should meet with, so that there is not a scramble on Day 1.
Begin to make the schedule for them. The more thoughtful you can be as the Hiring Manager in setting the person up for success, the faster you'll have an ROI [return on investment] for that new hire.
CEO | Ken (15:23)
That's a really good point. That's a fantastic point. In fact, one of the things that we talk to our clients about is the importance for the new hire to make a good impression. In the First 30, 60, 90 Days it's also just as imperative for the company to make a good impression on their new hire the new employee, right?
And to your point, it's simple things like getting the phone set up. Back pre-COVID, when we were in office, having the actual physical space set up, getting the computer ready, business cards, whatever it might be. Otherwise doing all that on Day 1 really makes for a very clunky, unproductive start.
It's funny that you talk about the introverts among us. A lot of the recruiting that we do is for Sales and Marketing leaders and those folks traditionally, or stereotypically, tend to be pretty extroverted. But one of the challenges that comes into play there is that many of them get hired by founders or CEOs that maybe are more introverted, more technical in nature. Maybe they're from an engineering background or operations background, or what have you. But it speaks volumes to the need to make sure that they kind of align themselves in terms of how they communicate with their new executive staff.
And I would think that for your clients getting a feel for that new communication style required is critical. You can’t just assume that the way you communicated with your last employer is going to work this time around with the new employer, because it could be like night and day.
When Communication Styles Differ
Executive Coach | Edith (16:51)
Exactly! And it's interesting, you bring that up about communicating with individuals who have a different style from you. I often hear that from leaders that I work with, that “I'm having difficulty making that connection and drawing my new boss out. I want to have a deeper conversation. How do I do that? And I feel like I'm hitting a stone wall and I'm not getting the kind of responsiveness that I would have expected, that I normally get from how people respond to me,” they'll say.
So I get them to explore the value of drawing people out by
Talking about what's important to them and to you.
What are your values?
How do you make decisions?
Get them to talk about themselves – because all of us have something that we're excited about.
Invite them to talk about their vision for the future, and
Use open-ended questions.
So that meetings with them, your one-on-ones, are not about reporting out, but learning, accelerating the process and how they think so that you can incorporate that into your plans, the vision that you have for the unit that you were asked to lead – whether it's sales or operations.
And one of the other keys to success is that you need to have several conversations, about several topics to negotiate stuff.
Even if you think you understood very clearly what it is you were hired for and what your mandate is, there are always nuances that you didn't fully grasp because they didn’t emerge during the interview process.
Coming to a clearer understanding about your boss’s expectations is one of the most important conversations for early in your first week. So let's go back to basics.
Ask, “What are the most important priorities for you?” Identify some early wins and come to an understanding about what's important to your boss, so that you're working on the right priorities
Work to understand the communications style of your boss and key players.
Something that can be very helpful is an assessment like a Myers Briggs Type Indicator, or Strength Finder, or a Hogan Personality Inventory.
These tools are common in larger businesses and even in founder run businesses. They make a great starting point for making that connection.
They'll share their perspective. You quickly get their type, you gain rapid insights, and then as you share yours you can make those breakthroughs.
And I always say, do go for it, if you want to create connections, especially with those who tend to be a little bit more introverted, you have to be the first one.
Bridge the Generation Gap
CEO | Ken (19:34)
Right. Take that first step? Yeah, exactly. That's great. And what about a kind of corollary to that, or kind of an addendum to that: you've got the different communication styles certainly, but what about in terms of differences of background or different experiences, especially based on generations?
This was true pre COVID and this is still true today, though a little bit different because we're not in the same physical space. But certainly in terms of having a multi-generational workforce, that's not going to change anytime soon, right? And now Gen Z workers are in their late teens and early twenties, and they’re entering the workforce. How do you suggest your clients navigate that?
Executive Coach | Edith (20:12)
Great point. Because,
We need to be adaptable.
We need to be flexible.
And to have the context to understand that there is a difference in how you communicate with people on different levels.
Not everyone understands that, and thinks about that, and has a strategy for it. So, while I coach people to ask their boss and adapt yourself to your boss, there's also value in you as a Hiring Manager, adapting yourself and being conscious and having that dialogue.
If, say, you let the new hire know you prefer to communicate by email, the younger person might well roll their eyes internally . . . but you know what? They'll respect the clarity, and respond as requested.
Whatever the upshot of that discussion about preferred communication styles, in these COVID-times the importance of impromptu communications cannot be exaggerated: even though some of us who perhaps are of an older school might have this idea that “I need to schedule a call.” No.
Just send a text to say, “I'm thinking about you.” Or,
“I saw this quote and it inspired me, or
“I thought you find it interesting”
It will keep those communication lines open and easy. We need to replace the [spontaneous] opportunities you would otherwise have had around the cafeteria or in the hallways in a strategic way. I know that sounds like an oxymoron, but you've got to make it happen or it just doesn't happen.
Adjust Onboarding Plans for COVID-Times
Ken, CEO: (22:05)
Yeah, you're exactly right. You kind of have to orchestrate these days because you can't just walk down the hall and open someone's door and chat with them on the spot. It's got to be intentional now because we're all in our work from home environments.
What kind of conversations are happening around how to change leadership, management style? To reflect what is happening right now?
It's probably going to be this way for the foreseeable future.
And for some companies, it's going to be the new norm. It's going to be the new permanent structure, a work from home or work from anywhere.
So I'm curious about how you're talking through that with your clients also, in terms of adjusting their kind of legacy management style.
Executive Coach | Edith (22:50)
Right! I remember the days I was in corporate, I was responsible for a $900 million business with 220 facilities in 13 States. And the travel part was something I actually looked forward to – getting to spend time with my people, both in operations and finance. That time, of being on an airplane with a colleague is irreplaceable. So we need to be thoughtful now. How do we schedule time for this?
We can be so busy with getting things done as leaders. It takes extra awareness and effort to say, “I need to reach out and invite this person for an impromptu meeting to understand what their priorities are” and ask, “What is important to you?” Creating that personal connection that you would otherwise have had on an airplane or at dinner after a client meeting.
One thing I have recommended to my clients is to set up these virtual lunches, virtual coffees.
Don't just invite the person to bring the coffee and bring their lunch!
BUY them lunch! I love that we have the ability, for example, to invite someone, and to order lunch and [you are able to pay remotely, so lunch is on you. It may be a little artificial, but it generates a sense of camaraderie, that you are sharing something a little special.
I invite people to share more about backgrounds, both literal and metaphorical. Yes! Where I came from, and so on.
I often give a [virtual zoom] tour of my office to my new clients: I will give them a tour of what the full 360 view is of the office that I'm in right now. So people can appreciate the context that you're in.
Perhaps give them a tour of your house! Give them a sense of connection of to who you are.
Let them meet your kids, let them meet your dog or your cat. It humanizes us and creates that warmth, and gives people permission to be able to do that [also].
Plan for fun!
It doesn't happen by itself. I remember years ago at DaVita, a person who is now the
CEO, Javier Rodriguez, once was giving an award to a Director for honoring the value of Fun. He was a great promoter of fun. And what surprised me about his speech is he said “Fun doesn't just happen by accident.”
You think that fun just happens in the moment, but it doesn’t!
You've got to plan for it, you've got to allow for it.
It sounds like an oxymoron, but it’s the same thing with Fun as with Connection. We need to plan to create the space and the time for it: to have meetings that don't [always] have agendas.
And that seems hard for people like me, who come from a finance kind of background. But so much of your success, in your First 90 days especially, is dependent on your ability to connect and win people over so that they trust you.
When they know you and feel comfortable sharing of themselves, and telling you that they disagree with your idea, this can open the dialogues and perhaps sidestep pitfalls.
Choices, choices!
CEO | Ken (26:17)
That's great. I agree completely. I think that's one of the big conversations going on in the ecosphere of hiring and managing and leadership throughout 2021 and beyond.
Also, let me put this last question, and this is kind of broad based, and it’s something I get asked both on the client hiring side, and also on the candidate side,
“Where should I spend my time, Ken, in the First 90 days?”
What's the most important aspect for me coming into this role and making an impact?
Is it the people side? Is it the process side?
Or is it just flat out trying to find ways to build revenue, or build the brand in the case of sales and marketing?”
How do you respond to that?
Where should they focus their efforts and really concentrate their time in those early 90 to a hundred days?
How to prioritize time in First 90 Days
Executive Coach | Edith (27:10)
You know, Ken, it isn't necessarily an “either / or”. And if I had to prioritize, I would say, start with the relationships.
For having clear understandings with your boss there are five conversations that are important to have.
And for those of you who are interested in them, Michael Watkins tells about them in detail in his book The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. I encourage everyone to learn from the principles set forth in the book, and set yourself up for what you need to do.
One of the things he talks about there is Five Conversations to Have with Your Boss about negotiating your success, and spending time with him or her.
But the boss is just one element and, of course, your direct reports are another whole set of interactions to be well navigated.
So are peers, who have the insights to help you not step into something you wish you hadn’t.
Early Wins in First 90 Days
And creating these relationships is one of the categories of early wins. Also in that portfolio of early wins should be strong demonstrations of business competence.
They don’t all have to be stellar: but at least you should have something you can point to at the end of 90 Days, something that’s been able to move the needle.
So it's this dance between creating the relationships, and understanding the business. Equally important, because you may have great relationships, but if you haven't invested enough in understanding the processes, the products and services of your company, then you may be making recommendations that are not going to play well.
You want to avoid embarrassing missteps that you have to recover from. You can avoid that by understanding the business, spending time with customers, and building the relationships that make you well-informed in your recommendations.
So cultivating relationships, learning the business and its products and processes, will make you well-informed and create credibility for you.
And with increasing credibility, you can win others over, gain support for your initiatives, and you’ll have something specific to point to at the end of the 30 days, 60 days and 90 days.
This all involves thinking through and asking your boss what's important to him or her. The early wins only matter if they're important to your boss.
CEO | Ken (29:53)
Exactly!. Well, that's a great way to make sure that you can establish that right alignment and rapport, particularly so you and your boss are on the same page. The worst thing you can do is to go in Direction-A when your boss expects Direction-B and then in 60 days, you know, there's a complete misalignment in terms of what the expectations were, and nobody's happy. So I completely agree with that.
4 Pillars for Success in Your First 90 Days
Executive Coach | Edith (30:30)
When I talk to people about early success and starting a new role, I think of it as having four pillars.
The first one is understanding the business and knowing what you're talking about: the product lines, or services. What's important in terms of your company's strategy?
And I encourage hiring managers to provide context to individuals, even before they start. If they have a couple of weeks in between, begin to send them information about your organizational chart or the key players. Information that you would not have shared, most likely, in the interview process.
Provide any studies that have been done about your industry, things that will offer that context to accelerate the person’s learning about your business: not just their role, but how that might impact other departments and peers.
So the first pillar is understanding of the business.
The second pillar is creating rapport with your peers, as well as with your boss and with those who report to you.
Third, I would say is creating that alignment first with your boss. Start having those “Five Conversations.” Learn what resources are available. And they may have a take on your department that’s different from your own assessment.
Negotiating for resources is a real key to your success. Because if you take everything as a given, you may end up going off in too many directions and not being able to get traction on any of them.
The fourth pillar is cultural acclimatization, and understanding who are the influencers – and “how is your company truly making decisions?”
As you go to meetings, sit back and notice: who speaks, and who listens?
Who's got the influence?
Are decisions made in meetings, or do they tend to be made behind the scenes with individual conversations – and meetings are more about ratifying the situation?
All of this comes together.
For example, one leader that I'm working with, let's call him Vince, joined a company from an organization that was very direct and very buttoned up. He now joined an organization that's much more consensus oriented.
And he was initially quite frustrated that nothing seemed to ever get done: decisions weren’t getting made! He was tempted to go off and just say, “I know what I need to do. Let me go make that happen.”
He started to run into resistance – and happily caught it early enough to be able to have us find different perspectives, and ways for him to fit in, and to create that consensus. To talk to people behind the scenes, and come to an understanding of how things worked.
He realized, “I'm not going to change it. I'm the one who needs to adapt and to understand the cultural norms, and the influencers, and create support network.”
Now in meetings, he has people who will speak up and say on his behalf, “Yup. I talked to [Vince] about that. I know he's on the right path. My department's ready to do XYZ.” Building relationships and support is really key to building your reputation in the early days.
CEO | Ken (34:54)
That's great. Well, thank you for sharing those four pillars. I think you've outlined them very succinctly in a manner that relates to any new hire at really any level.
For any function out there, you've got to have those concepts in mind and understand which ones are more of a priority for your new boss. Whether your new boss is the CEO, or the board, or a private equity firm, or the head of sales or anything in between. That will take you a very long way.
This is really great information. I'm sure your clients get so much value out of working with you.
Executive Coach for First 90 Days Onboarding
How can prospective new clients and new individuals, get ahold of you, where can they find you?
Executive Coach | Edith (35:30)
The best place is through LinkedIn. I'm pretty active on LinkedIn as an individual, as well as through Next New Growth, the name of the coaching company that I lead.
I think of myself as a connector of people.
And I write blogs from time to time, including a series of blogs about the Transition Process.
There are posts about success in your First 30 days, 60 days, 90 days, 100 days, and more.
I'm also a curator of articles that are of interest to leaders. So Next New Growth on LinkedIn is a great place to start.
CEO | Ken (36:04)
Wonderful. Well, thank you so much. And once again I'm Ken Schmitt with TurningPoint Executive Search. You can find us on LinkedIn and through our website.
Of course, one of the great things Edith and I share is our love for sharing and for creating good content, and also putting it out there for free and just getting people to see what we do.
And just learning from our experiences as well over the last couple of decades working with executives and professionals, and a wide variety of companies, too.
So, thank you all very much for joining us. I look forward to seeing you for the next video installment next month, and feel free to reach out with any questions. Thanks so much. Take care.
#executivecoaching #first90days #hr #onboarding #cfocoach #leadership
For more information about Executive Coach Services for leadership success in your First 90 Days, contact Edith Hamilton at 855-924-7600.
