What Really Determines Success – From a Headhunter’s Perspective
When we help companies fill key leadership positions, we know that our job doesn’t end once the right candidate is selected. The real “test” begins after the contract is signed – during the manager’s first 100 days in the new role.
As executive search consultants, we have the unique opportunity to observe this transition closely – through client feedback, conversations with candidates post-onboarding, and sometimes in crisis situations where early intervention was needed. These experiences are what we’d like to share.
1. The best leaders don’t arrive with a plan – they arrive with questions
Some candidates come across as visionaries during the interview process. But in practice, their real strength isn’t the vision itself – it’s how quickly they understand the new organization’s context.
In interviews, we often ask: “What will you do in your first month?”
The best answers don’t start with “I’ll change” or “I’ll implement,” but with:
“I’ll listen,” “I’ll observe,” “I’ll build relationships.”
The first month is not the time for heroic reforms. It’s a time for active listening and thoughtful observation.
2. Direction begins small – but strategically
Once the new manager has built context and started forming key relationships, it’s time for early actions. Seasoned leaders often start with so-called quick wins – small, visible changes that signal progress while showing sensitivity to the environment.
This might include improving internal communication, streamlining minor processes, or addressing long-overlooked inefficiencies.
Equally important is checking one’s own assumptions along the way. One of the best questions a new leader can ask is: “If you were in my place, what would you change first?”
The answers are often surprising – and powerful in building trust.
3. What determines success (or failure)? Not skills – but how you enter
Most leaders we place have impressive competencies. Yet even top-tier professionals can struggle when:
- They push too fast without understanding the cultural dynamic.
- They fail to invest in relationship-building early on.
- They try to replicate “proven solutions” from previous roles that don’t fit the new context.
On the other hand, those who allow themselves a period of observation often lay stronger, more sustainable foundations.
4. C-level onboarding is underestimated. That’s a mistake.
We sometimes encounter this mindset:
“They’re a senior person – they’ll figure it out on their own.”
But that’s not how it works. Even experienced leaders need a clear framework, trust, and space to ask questions. If a C-level executive steps into an environment where expectations are vague, feedback is lacking, and internal dynamics are unclear, the risk of failure rises sharply.
A well-structured onboarding process at this level is a hallmark of mature leadership culture.
5. A manager’s 100-day reflection says more about your company than you think
We regularly reconnect with candidates after their first three months. Sometimes we hear:
“It’s challenging, but I feel supported. I believe I can build something here.”
Other times, the tone is different:
“The reality doesn’t match what was presented during the interviews. The culture is more rigid, and key decisions are made elsewhere.”
This kind of feedback is invaluable – not just for us, but for the hiring company. If similar patterns repeat, the issue might not lie with the manager, but with the system itself.
In closing: What we advise candidates in new leadership roles
- Come with questions, not solutions.
- Focus on people more than processes.
- Earn trust before you initiate change.
- Don’t be afraid to say “I don’t know” – authenticity matters.
- Ask for feedback – don’t wait for it to come on its own.
💬 How about you?
How did you approach your first weeks in a new leadership role? What helped you get oriented quickly?
I’d love to hear your experiences.
Article written by Jitka Jarošová, CFR Global Executive Search Czech Republic
Photo source: Pexel