Why New Leaders Fail in the First 90 days

When a new executive hire leaves within the first 90 days, it’s often not because of a lack of technical or even leadership skills. In fact, technical qualifications and leadership experience are usually well-vetted during the interview process. The real issue typically lies in culture fit. Leadership positions require more than just the right skills; they demand the right working style, personality, collaboration ability, and decision-making approach. If the new leader’s values and style don’t align with the team and organization’s culture, they will feel disconnected and want to leave. This article explores four key strategies to gauge culture fit effectively, helping you avoid costly turnover and early departures.

1. Be Upfront About How You Operate

The first step to ensuring cultural alignment is to be completely upfront about how your organization operates. Whether you foster a collaborative environment where everyone works together on decisions, or you expect individuals to manage their own responsibilities independently, it’s essential to make this clear from the outset. Many cultural misfits occur because candidates don’t fully understand how work gets done day-to-day.

For example, if your organization is fast-paced and expects immediate action, hiring someone who thrives in slower, more methodical environments may lead to frustration. Conversely, a candidate used to autonomy may struggle in a highly collaborative organization. As a supervisor, honestly share your working style with candidates. Are you hands-off? A micromanager? Looking for a thought partner? Want regular check-ins? Let them know!

According to a survey by SHRM, 90% of hiring failures are due to poor culture fit rather than a lack of technical skills. This makes it all the more important to explain your organization’s operating style thoroughly during the interview process.

2. Incorporate Various Levels in Interviews

Culture fit isn’t just about whether the leadership team thinks a candidate is the right match. It’s crucial to incorporate feedback from all levels of the organization. This includes peers, direct reports, supervisors, and board members. Doing so gives the candidate a more holistic view of the organization, the ability to ask different types of questions, and provides you and them with valuable insights into how they might fit into various team dynamics.

When candidates meet with different groups, they get a feel for the working relationships, communication style, and overall team atmosphere. Involving multiple voices also allows you to assess how the candidate might collaborate with and lead others in the organization.

3. Be Upfront About Your Expectations in the First 90 Days

Misaligned expectations in the first few months are a common reason new leaders leave. It’s critical to be upfront during the interview process about what you expect from a new hire in their first 90 days. Do you expect them to come in, observe, and spend time learning the organization before making changes? Or do you want someone to dive in and begin implementing new strategies right away?

Clarity about the pace and nature of the role can prevent future misunderstandings. According to a Gallup report, only 12% of employees strongly agree that their organization does a good job of onboarding new hires, which can directly contribute to early turnover.

4. Be Cautious About Involving the Incumbent

It can be tempting to involve the outgoing leader in the interview process, but this approach often introduces unnecessary complications. Having the incumbent in the conversation can create discomfort, making it difficult to openly discuss what isn’t working in the role or the changes that need to be made. It also makes it difficult for the candidate to ask open and honest questions about what’s been working and not working in the role, and about pain points that will require attention and expertise.

While the incumbent can provide insights, it’s usually best to gather their feedback before the interview process begins or involve them in only one of the rounds of interview. This allows the organization to focus on moving forward rather than dwelling on the past.

Instead of involving the incumbent, rely on feedback from the team about what they need in the new leader. This helps create a more open and honest dialogue during interviews, leading to a better cultural fit.

Bonus: For Candidates—Take Off the Rosy Glasses

If you’re a candidate, it’s easy to get caught up in the excitement of a new title, salary, or a dream organization. However, it’s essential to evaluate the culture just as carefully as the organization is evaluating you. Don’t let the promise of a great position or a mission that you love cloud your judgment about whether the team dynamics, decision-making processes, and overall culture are a good fit for how you work.

Ask questions about the organization's culture, leadership style, and expectations. Make sure you are stepping into an environment where you can thrive.

Conclusion

Culture fit is often the deciding factor between a successful leadership hire and an early departure. By being upfront about how your organization operates, involving multiple voices in the interview process, setting clear expectations for the first 90 days, and carefully managing the role of the incumbent, you can improve your chances of hiring a leader who fits well with your team and thrives in the role.

For candidates, it’s equally important to assess the culture with clear eyes. The right position in the wrong culture will likely lead to dissatisfaction, no matter how appealing the mission or salary might be. Ensuring cultural alignment on both sides leads to long-term success for the leader and the organization alike.

About Us

If you want to discuss how to hire top-tier leaders for your organization, reach out to me at [email protected] . ?We will schedule a no-cost, no obligation 30-minute consultation to discuss how to meet your goals. If you are looking for a new career, visit our website to see positions that we are hiring or to add your resume to our Talent Network.

Maneva Group is a?woman and minority owned?national?Executive Search firm focusing on the social sector,?with expertise in completely managing the recruiting process, curating diverse and exceptionally qualified candidate pools,?and advising C-suite executives and board members through crucial hiring decisions.??