Share the organizational briefing — cultural norms, history, unwritten rules, board dynamics.
Define the first year's 3–5 success metrics in writing. Share with the leader before Day 1.Not "settle in" — specific, observable outcomes the board will use to assess Year 1
Schedule the board alignment session — block 2 hours in the first 30 days now.
Introduce the leader to key donors before or within the first two weeks — get ahead of uncertainty.
Review the stakeholder map provided by the board and have your own questions ready.
Read board minutes from the last 24 months — understand what's been discussed, deferred, or contested.
Understand the financial picture — review the last 2 audited financials and the current budget in detail.
Clarify your first 30-day schedule with the board chair — who you'll meet, in what order, with what goal.
Ask about sacred cows — what should you never do without board input? What has been tried and failed?
Identify your early win candidates — 2–3 visible moves that signal competence and build trust.
Complete the listening tour — all direct reports, board members, key donors, artistic leadership.
Make no major decisions in the first 30 days. Build trust before exercising authority.Exception: urgent operational issues that genuinely can't wait
Hold the board alignment session (see Board Alignment section below). Document outcomes.
Establish your internal communication rhythm — staff all-hands, direct report 1:1s, open door cadence.
30-day check-in with board chair — informal, candid. What's working? What's surprising? What concerns?
Begin identifying your first early win — visible, achievable, meaningful to key stakeholders.
Share your initial organizational assessment with the full board — what's strong, what needs attention.
Communicate your first priorities to staff directly, not through intermediaries. Be specific.
Execute your first early win. Communicate it. Let staff and board see you delivering.
Conduct fundraising relationship inventory — who are the top 20 donors? What's the state of each relationship?
Assess operational gaps — staff capacity, systems, vendor relationships. What needs attention in Year 1?
60-day check-in with board chair — revisit the alignment session agreements. Any gaps emerging?
Complete your second early win — different from the first, demonstrates range and follow-through.
Prepare the 100-day brief for the board: what you found, what you've done, what you need, Year 1 goals.
Articulate your Year 1 priorities clearly — not 10 things, not a vision statement. Three focused bets.
Make your first significant leadership decision with confidence. The listening phase is complete.
Surface staffing assessments to the board — who's performing, who needs support, who may not be the right fit long-term.
Decision rights: What does the ED decide alone? Where does the board want to be consulted? What requires full board approval?Write it down. Review at 6 months.
Success definition: What are the 3–5 things the board will use to assess leader performance in Year 1? Specific. Measurable. Shared.Not "build relationships" — actual observable outcomes
Communication cadence: Board chair and ED speak how often? What gets escalated immediately vs. saved?
First-year priorities: Is the board aligned on what Year 1 should focus on? Confirm there are no hidden agendas.
Document the outcomes. One-page summary. Both parties sign off. Review together at 6 months.
100-day brief presented to full board — findings, accomplishments, priorities, Year 1 plan.
Board reviews alignment session agreements — what's working? What needs to be adjusted?
Success metrics reviewed — how is the leader tracking against the Year 1 outcomes you defined in writing?
6-month and 12-month milestones established — continue the structure beyond Day 100.
Leader feedback to board — what support does the leader need that they haven't received yet?
Transition declared complete — or identify what's still needed and build a plan to close it.
EB
E.B. Smith
HC Smith Ltd · Principal
E.B. Smith leads HC Smith Ltd, a consultancy with four decades of executive search, organizational development, and strategic planning for mission-driven institutions. Building on the legacy of founder Dr. Herbert C. Smith, E.B. has guided leadership transitions at orchestras, arts organizations, and nonprofits across the country. HC Smith's integrated approach — combining search, intentional onboarding, board alignment, and structured 100-day planning — has made it a trusted partner for organizations navigating critical inflection points. E.B. believes the quality of a leadership transition determines an organization's trajectory for years to come.