Virtually Onboarding A New Hire Executive: 10 Tips

You have hired a new executive onto your team in the middle of this Covid-19 crisis. Everything is swirling as all try to figure out how to adapt to the change, and what may be a new normal. Even though you are excited about your new hire, all kinds of questions exist? How will you explain adding someone to staff when you are cutting or furloughing other positions? How do you ensure the new executive integrates into your culture when they cannot even enter the office? 40% of new leaders fail under usual circumstances, so how will you possibly onboard this new one virtually? 

Here are 10 tips that will make your virtual onboarding more purposeful and set your new leader up for success.

1) Ready Virtual Home Office Day One. Does your new executive have everything they need to work from home to be productive on Day One? This includes all technology, plus the basics like contact lists and supplies. You want no distractions; 100% of their attention on people and the business.

2) Manage the “Welcome New Executive” Communication. Especially if there have been furloughs or layoffs. Answer thoughtfully, why was this person hired? Why now?

3) Clarity of Executive’s Day One Message. Clear messaging is important. “Who am I and why am I here?” How, when, and to whom should be carefully considered. Delivered virtually via video is ideal. It’s important, also, to realize people are under stress — show empathy and sensitivity in the message.

4) Designate an Internal Navigation Partner (a/k/a INP). This is more than a traditional peer mentor. It is a daily point of contact for the new leader that must have deep knowledge of the company and its culture; someone who’s available to be “on call” to navigate a smooth transition. 

5) Establish a Predetermined Schedule and Stick to it. Create a “virtual listen and learn tour” with key stakeholders and relationships. Include any virtual training needed as well as important meetings and other recurring “operating rhythms” that the new leader needs to attend or lead.

6) Be a Boss On “High Alert”. New leaders have a need to prove themselves quickly. There might be a tendency to be unnecessarily hard or driving when actually the opposite might be needed. Therefore, traditional KPIs need to be examined through the lens of the new normal. The boss needs to assure and help pace the new executive.

7) Accelerate the Critical Few. Determine and decide what’s needed right now during the crisis. Accelerate decision making and jump right in.

8) Conduct Early Stakeholder Interviews. Done by a third-party (e.g. HR, consultant), interviews are conducted with 2-3 people who were involved in the hiring process and are linked to the leader’s success. What’s expected early on? Where are the traps? What could make them fail? Findings are integrated into the new leader’s 100-day action plan.

9) Create an “In Crisis” 100-Day Action Plan. Look through the lens of what needs to be modified, accelerated, postponed, or eliminated from a typical non-crisis action plan.

10) Facilitate Virtual New Leader Assimilation. Also, done by a third party (e.g. HR or a consultant) this process helps a leader accelerate the “sniffing period” that occurs when a new executive leads a new team.

The key is to be both purposeful and supportive. Having a specific game plan to integrate the leader quickly will be important. Ensuring they have the right daily team around them to help them navigate will be equally critical to accelerating and cementing their onboarding. If you’re interested in our Transitional Leadership Quick Start Program you’ll find more information here.