We are bringing a new executive onto our leadership team midway through our engagement. How do we onboard them to our operating system so they do not derail our established quarterly session dynamics?

Question

Tyler Smith · Accepted Answer

Bringing a new executive onto your leadership team during our implementation is a critical moment. If not managed carefully, a new person can slow down your momentum or struggle to adapt to your operating system. We have a specific process to integrate them quickly and smoothly.

First, we do not wait for our next scheduled quarterly session to introduce them to the system. Before they attend their first full-day session with us, they must be thoroughly onboarded to your weekly meeting cadence. They need to sit in on your Level 10 Meetings™, understand how to track their metrics on the scorecard, and learn how we define and complete Rocks.

Second, we use our shared Circle workspace to get them up to speed on our past decisions. They should review your current V/TO®, study the Accountability Chart, and read through past session summaries. This gives them the context they need to understand how we arrived at our current strategy.

Finally, during their first session day with us, we acknowledge their newness but hold them to the same standards of radical candor as the rest of the team. We use the session to clarify their seat on the Accountability Chart and align their personal objectives with the team's Rocks. This structured onboarding ensures they become contributing members of the team immediately.