How To Best Approach The First 100 Days
1) Clarify Expectations and Set Goals
Managers you've got to be crystal clear from the outset what's expected of someone. This lays the foundation for success.
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Be very clear about what is expected of the job holder. These expectations should be put in writing, and if they were previously outlined in the job specification, they must be reiterated. Specify and communicate what matters most—consider itemizing the ten most important responsibilities, outcomes, or accomplishments expected of the new hire, in priority order.
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Make sure that the new hire understands what's expected of them, what behaviours and outcomes represent good, mediocre or unacceptable standards.
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Set clear, measurable goals for the first 100 days, and define monthly or milestone-based objectives to guide your actions and track your progress
2) Be Supportive & Approachable
Be supportive and approachable. Beyond providing essentials like a PC, email address, apps, and login details, take time to walk the new hire through key processes, demonstrating how to use essential tools and pointing out helpful resources.
Clearly explain what support is available and where to find it.
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This next bit is extremely important... foster an open environment where the new hire feels comfortable asking for help—reminding them it’s normal to need clarification or to revisit information, and that they can return with questions at any time.
3) Schedule Check-Ins
Depending on their role, it’s a great idea to add check-ins to your calendar—maybe a chat at the start and end of each day during the first week, just to see how things are going and if they’ve met the right people. The following week, a quick daily catch-up keeps the momentum, and after that, a bi-monthly informal check-in works well for the rest of the first 100 days. Blocking those times in advance keeps everyone on track and sends a clear message that support is always available.
4) Emotional Support
This is an aspect that often flies under the radar, but it's truly important.
Whether your new hire is a CEO or a commis chef, nerves about stepping into a new role, meeting new people, and facing unfamiliar tasks are totally normal. It can be daunting—worrying about fitting in, doing the job well, or even just asking questions that might seem basic or obvious.
Sound familiar? Everyone’s been there at some point.
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Pair your new hire with a friendly team member as a buddy, someone who can help them navigate day-to-day challenges and offer informal mentorship. Having a go-to person makes settling in much easier, helps them pick up on team culture, and builds confidence right from the start.
Let the rest of the team know that the new hire will naturally be unclear about some things and will benefit from extra friendliness and support. Encouraging everyone to welcome and help the new colleague does wonders for building belonging and making sure they feel like a valued part of the team as soon as they walk in.
5) Regular Reviews
For senior or specialist hires, schedule formal review meetings with a clear agenda about two weeks after the start date, and then hold them monthly to keep things on track.
Use these meetings to have honest, two-way conversations about how things are going—focusing on progress, not just a checklist. Prioritize discussing the new hire’s top goals and responsibilities, spotlighting achievements as well as any roadblocks.
Encourage open dialogue, asking what’s working well and what additional support or resources could help them move forward. Frame each review as a chance to celebrate wins, clarify priorities, and set the new hire up for even more success in the next stretch.
The First 100 Days!
The Risk and Cost of New Hire Failure
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Up to 58% of external executive hires fail within 18 months (Harvard Business Review).
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46% of all new hires leave their jobs within the first year (Leadership IQ).
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23% of new hires leave before their first anniversary, often due to poor onboarding (Gallup).
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20% of employees quit within the first 45 days (SHRM).
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The cost of a failed senior hire can exceed 3x their annual salary when factoring in recruitment, lost productivity, and disruption (SHRM)
Most of our clients are tech/digital companies - they face not only the usual set of challenges when it comes to making leadership hires - but also with respect to high impact senior sales hires. Hence we've got tips to address both critical areas.