How to successfully onboard your new CEO: Part 1
A new CEO’s arrival is a pivotal moment for any organisation. It’s not just about leadership transition – it’s about setting the tone, building trust, and shaping culture from day one.
We believe the first 10 days are just as critical as the first 100. That’s why we help clients craft clear, creative communication strategies that support new leaders in landing with impact.
This is the first of two articles exploring CEO onboarding. In this one, we focus on internal communications. The next will look at how to introduce your CEO externally.
Here are six of our key takeaways:
1. Make the first 10 days count
The ‘first 100 days’ is the traditional yardstick for a new leader, but in today’s always-on environment, it’s also essential to consider shorter-term goals. First impressions count, so make sure the new leader has a clear plan of introductory activity for at least the first 10 days.
2. No two CEOs are the same
Every CEO will have their own communication style and preference. Some will be keen to engage regularly and often through town halls, while others prefer to share weekly blogs or written updates. Take time to understand your new CEO’s communication preferences from the off. And importantly, schedule regular time in their diary so they can meet engagement commitments.
3. Make it personal
In business, just like the outside world, people respond to people. Focus on introducing the CEO as a fully rounded person rather than just a figurehead. Help employees understand their backstory, values and what ‘makes them tick’. This is particularly important for setting the tone in culture for the CEO’s leadership.
4. Maximise face time, with equal access
To ensure all employees, regardless of location or function, feel they have a chance to meet the CEO – in person or remotely – it’s important to create a sense of equal access, not confined to head office. The agenda for the first 10 days should include an even mix of remote and in-person get-to-know moments. And whenever the CEO visits other locations, make sure to schedule ‘walk the floor’ time into the diary.
5. Make it two-way
In the early days, the CEO should be in prime listening mode, inviting questions, hearing concerns, ideas and viewpoints from all quarters. This can be formalised into a ‘listening tour’ covering critical stakeholder groups, functions and geographies across your organisation. Whether it’s board members, senior leaders, department heads, early talent or long-service colleagues, all engagements in these early days should be designed to boost dialogue.
6. Work the channels, watch the metrics
Use all digital channels at your disposal – office screens for welcome messages, internal comms platforms like Slack, Yammer or Poppulo for live Q&As or video messages, email and newsletters for sharing interviews or more formal communications about strategy and objectives. Analyse metrics to determine how best to engage with your audiences and to advise your CEO on colleagues’ preferences.
New CEO incoming? Contact us to discuss your needs.
Watch out for our follow-up article: How to onboard your CEO with external audiences, coming soon.
