The First 100 Days of a Leader – How Companies Can Actively Support the Early Stages

The entry phase of a new leader is a pivotal time that sets the stage for long-term success within the organization. Key foundations are laid during the first 100 days –regarding relationships, leadership style, and strategic alignment. This early period also shapes mutual trust and understanding of structures and expectations. A Haufe study shows that a structured onboarding process is a crucial factor for about one-fifth of respondents in deciding whether to stay with a company – especially for leaders.

To ensure a smooth transition, companies must play an active role: targeted support is essential - through clear communication, structured onboarding, and ongoing dialogue. This enables new leaders to effectively fulfill their roles and establish themselves sustainably within the organization.

Before the start: the foundation for a successful start

Before the official start, the most important framework conditions should be clearly defined. This includes a well-defined set of expectations: What goals are associated with the role? What responsibilities does the position entail? How will success be measured?

A structured onboarding plan – covering both content and culture – provides guidance for the initial weeks and signals appreciation. It should include information on tasks, key contacts, internal processes, and the company culture.

It’s also important to define who will actively support the new leader. Possible models include close involvement with executive leadership, coordination by HR, or a mentoring system with experienced leaders as points of contact.

Days 1 to 30: Providing Orientation and Building Trust

A structured first day sets the tone for successful integration. This includes a professional welcome, team introduction, and provision of all necessary tools and access.

During this phase, it’s particularly important to introduce the company’s values, norms, and everyday practices. New leaders need more than process information – they need insights into cultural nuances and informal routines.

Another key element is supporting connection-building with stakeholders, teams, and colleagues. Time should be deliberately set aside for listening and observing – understanding existing structures and dynamics is vital for effective leadership.

Leadership starts with the Team: Building Relationships and Empowering Employees Early On

One of the most important success factors during the first 100 days is building strong relationships within the team. New leaders are judged not only on their technical onboarding but primarily on how they engage with people – whether they listen, include others, provide direction, and foster trust.

Especially early on, it’s essential to seek out conversations with employees – through one-on-one meetings, team sessions, or informal interactions. The aim is to understand each team member’s expectations, strengths, and needs, and to develop a shared understanding of goals and collaboration.

Employee development can begin early – through constructive feedback, highlighting potential, or assigning smaller responsibilities. Even low-threshold development initiatives send a strong signal: the leader is here not just to manage, but to empower.

Throughout this process, dialogue should be central. Leadership that is shaped collaboratively rather than imposed lays the foundation for a motivated, high-performing, and self-reliant team culture.

Days 31 to 60: Promoting Integration and Enabling Impact

After the orientation phase, new leaders begin to actively position themselves within the organization. The goal is to take initial action, continue building trust, and help shape organizational structures. Clear, consistent communication with the team and key interfaces creates transparency and clarifies mutual expectations.

At this stage, it is helpful to establish feedback loops – through regular meetings with executive leadership, HR, or a peer coach. This allows for reflection, discussion of initial challenges, and refining the leadership role.

Additionally, access to internal networks should be actively supported – for example, through participation in relevant meetings, cross-departmental exchanges, or strategic initiatives. This strengthens integration and helps ensure the leader feels at home in the organization.

Days 61 to 100: Delegating Responsibility and Highlighting Progress

As the new leader gains confidence in their role, it’s time to involve them more in strategic development. Initial initiatives can now be led independently. At the same time, progress should be made visible – such as in team development, process improvement, or leadership culture.

A structured reflection on progress is also valuable. A “100-day conversation” can serve as a review from both the leader’s and the company’s perspective.

Finally, the next steps should be defined together – both for everyday operations and long-term leadership development. This ensures onboarding transitions seamlessly into a lasting collaboration.

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Onboarding Checklist for Leaders

• Preparation before day one: Communicate start date, assign mentor, prepare tools and onboarding plan.
• Welcome and orientation: Introduce leader to the team, provide insight into company structure, culture, and values.
• Clarify goals and expectations: Set initial targets and success criteria, schedule regular feedback meetings.
• Networking and stakeholder contact: Facilitate introductions to key stakeholders and cross-departmental contacts.
• Mentoring and regular check-ins: Hold regular mentor-leader meetings to support challenges.
• Team development and delegation: Encourage team development and gradually delegate responsibilities.
• Feedback and evaluation: Conduct a review meeting after 60-90 days to assess progress and adjust goals.
• Long-term planning and career development: Wrap-up meeting after 100 days to define development plans and future goals.