If you are part of an organization that is growing or experiencing change, odds are you are bringing in, or promoting, new leaders to help with that growth and change. In my observation, many otherwise highly effective leaders struggle to onboard their new hire in a win-win-win for the two of them and the company.
Here’s an example I heard about a few months ago. Reference your own recent hirings to see if any of this sounds familiar.
After a lengthy search and a hefty recruiting fee, a President hired a new COO. The president was excited, even relieved, that the position was finally filled. She turned her attention back to the rest of her work, grateful to have the extra set of hands on the executive team. The COO was excited about the opportunity and jumped into his work, pleasantly surprised by the freedom he was given to do things his own way.
The “everybody’s happy” honeymoon lasted about three months. Then, problems started to surface. The President began hearing word that employees were unhappy under the COO.  She herself was growing impatient at the lack of results she had expected from the COO by now. She was frustrated that she had to return and spend time on this “problem” she had thought was solved three months ago. Likewise, the COO was surprised at the sudden micro-managing and lack of support or feedback from the president.
Lack of direct communication kept the two out of sync. But both were busy, so they kept chugging along. Tension built. Eventually, things blew up.

This doesn’t have to happen.

There is a healthier way to get new leaders off to a great start. I describe this to leaders by making a comparison most of them understand – that of a parent with a child. The early days of onboarding a new leader are similar to the early years of parenting a child.
In simple terms, here are the two ends of the parenting spectrum.
Parenting Style #1: Control, then Freedom. From the beginning, parents are ever-present, providing constant supervision and guidance. All along they observe closely, giving the child opportunities to prove himself. As the child demonstrates good behavior and decision-making, the parents gradually pull back, allowing the child to become more independent.
Parenting Style #2: Freedom, then (attempted) Control. Parents begin hands-off and treat the little toddler like their best buddy. They tolerate bad behavior, expecting the child to figure out how to behave correctly on his own. When they finally realize things are out of control, the parents reassert their authority with a heavy hand. The child is bewildered and rebels, confused by the close attention and new restrictions. This scenario usually ends with frustration and alienation for all.
Too often, leaders choose Style #2 with their new hires. Here are three ways in particular hiring bosses give too much freedom at the beginning and then find themselves having to get things back under control.
Mistake #1: Hands-Off. The president thinks, “This person is smart. That’s why I hired him. He will figure it out.”
Reality: The new hire may be a smart self-starter, but he is a novice at knowing your expectations, philosophy and desired culture.
Mistake #2: Nice Boss. The president thinks, “I want to have a positive working relationship with my new hire. I don’t want her to see me as a micromanager.”
Reality: A high level of communication is not micromanaging. Your new hire will actually appreciate the guidance and feedback.
Mistake #3: Too Busy. The president thinks, “I have a mile-long list of responsibilities I’ve been neglecting during this COO search. Other priorities demand my attention right now.”
Reality: Ignoring your responsibilities in the onboarding relationship will create more work for you in the long run.
The first 90 days are the most critical in any leadership transition. This is enough time for a new leader to get on a good trajectory or to stray way off-target. There is high risk — and high reward — for all involved.
I’ve observed that Parenting Style #1 produces better results. With close attention and communication from a new boss, followed by a gradual loosening of the reins, the new hire will do more of the right things, faster. So the next time you onboard a leader, follow these 3 steps during the first 90 days:
1. Agree on a game plan. Have your new hire read and use The First 90 Days —I routinely recommend this book to senior leaders making transitions. Easy to read, it provides practical strategies and helps set priorities with questions and checklists.
2. Stay synced. Talk frequently, at least weekly. Some leaders I know talk with their new hires daily during the first few weeks. Your new hire should tell you what he is doing. You should give feedback and ask good questions.
3. Guide, but let him do it his own way. Without compromising your principles, give increasing autonomy to your new hire. A fresh perspective can be beneficial to you and your organization.
Your task of hiring a new leader is not done the first day they show up for work. Finish your onboarding job well to ensure they begin theirs well and maximize the return on your investment.