I think there’s a temptation to breathe a sigh of relief once someone accepts the offer. Fair enough, everyone’s put a lot into getting there. But I’d be uncomfortable leaving a new senior hire with little contact for the next few months and assuming they’ll arrive just as enthusiastic.
They still have to resign, leave people they know and commit to a business they’ve only seen from the outside. I’d want the hiring manager involved during that period, especially if anything important changes.
Agree how you will stay in touch, prepare the organisation and clarify the first priorities. The appointment still needs attention during the notice period.
A useful approach gives them a consistent contact and enough clarity to arrive well prepared, without asking them to start doing the job early.
Agree a sensible rhythm of contact
The hiring manager should own the relationship. A recruiter or HR colleague can help, but the candidate needs contact with the person they will actually work for.
Agree the frequency and purpose together. A long notice period may need several planned conversations. A shorter one may need less. The point is to maintain a relationship, rather than fill a calendar with calls that repeat the same reassurance.
Ask how the resignation went and whether anything has changed. Handle a counter-offer through an honest discussion about the person’s reasons for moving. Avoid assuming it is simply a negotiation over salary.
Practical arrangements matter too. Confirm the start date, any remaining conditions, the announcement plan and what the candidate needs from you. If an agreed decision changes, explain it promptly.
Turn interview promises into a shared understanding
During hiring, people can leave with different interpretations of the same conversation. “You’ll have the freedom to build the team” might mean immediate authority to appoint, or permission to submit a business case.
Revisit the important points. What does success in the first year mean? Which decisions belong to the role? What resources have actually been agreed? Where will the candidate need to win support?
Write a short record of the discussion. It need not become another contract or an elaborate induction plan. It should expose differences while there is time to resolve them.
If the mandate changes materially after acceptance, discuss the effect on the appointment. Do not expect the candidate to discover the change on their first morning and adapt without question.
Prepare the people they are joining
A new executive arrives into existing relationships. Someone may have applied internally. A team may be uncertain about its future. A colleague may have been covering the vacancy and expect to retain part of the remit.
Agree who will communicate what and when. Explain the role and accountabilities without suggesting the new person has already made decisions they have not considered.
Where an internal candidate was unsuccessful, give them proper feedback and clarity about their own future. Leaving that conversation for the incoming leader makes the start harder for both people.
Arrange an appropriate handover if there is an incumbent. Be clear about what can be shared, what remains confidential and where the incoming person should form their own judgement.
A practical plan for the notice period
Use the start date to organise the work. The timing below is illustrative and should fit the candidate’s existing commitments.
| Stage | What to agree or prepare |
|---|---|
| After acceptance | Confirm the conditions, contact person, start date and resignation support |
| During the notice period | Discuss the mandate, important changes and practical arrangements |
| Before the announcement | Agree the wording, audience and handling of internal candidates |
| In the final weeks | Prepare introductions, access, first meetings and relevant reading |
| On arrival | Revisit expectations and confirm the first priorities with the hiring manager |
Keep any reading selective. A small set of relevant information with context is more helpful than access to an archive the candidate cannot interpret.
Pre-start introductions can help where both parties want them. They should respect the candidate’s obligations to their current employer. Avoid requesting confidential information or assigning substantial work during their notice period.
Leave space for the new leader to learn
The first meetings should help the person understand the business. Include colleagues who can explain how decisions are made, where delivery is difficult and what customers or employees experience.
Avoid presenting a complete first-hundred-days plan as though the new leader has already signed up to every action. Agree the early outcomes and the questions they need to investigate. Allow room for their judgement once they have better information.
Before they join, send one short note confirming the first week, the people they will meet and anything they need to prepare. Then make sure somebody owns the ordinary details. A working laptop, clear diary and available manager will do more for the start than an elaborate welcome pack nobody has time to read.