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The Official Consultancy Specialists

Solutions – Onboarding

Members of boards and senior executives are being challenged more than ever before to prove themselves within their organisations – and to deliver measurable results quickly.

The expectation to generate results quickly applies equally to executives and senior managers recruited into an organisation and to individuals who are promoted within their own organisation. Better Boards supports both with special onboarding programmes that help them to master their new responsibilities quickly and effectively.

The onboarding programmes of Better Boards are based on Harvard research findings that have proven themselves in practice. Better Boards also brings detailed knowledge and understanding of the investor and private equity perspective to the table.

Why does it matter?

The lifespan of boards, executive teams, and senior management is decreasing. Board members and members of Executive Committees have less time to familiarise themselves with the roles they take on. They must demonstrate faster than ever before that they are right for the role.

This depends firstly on the expertise, and talent and secondly on the ability to understand the complex dynamics involved in these roles from the outset. Individuals must be able to build effective relationships, develop strategies, carry out actions and achieve results.

However, a survey carried out by the Institute of Directors in 2013, revealed that nine in ten executive board members feel they are not prepared for their roles. Nearly 70 percent report that they were given no formal support following their appointments. Boards and investors are therefore increasingly requiring systematic onboarding processes that enable new incumbents to fill their new role more quickly and to justify their appointments.

What is in it for you?

Onboarding programmes of Better Boards help new board members and members of Executive Committees bring their personal strengths to the new role so that they can add value to their organisation.

The onboarding programmes quickly instil and increase confidence among key stakeholders such as investors and supervisory boards. They make it easier for the individual to integrate and network effectively within the relevant committees and the organisation as a whole.

Below you can see the steps we take to ensure that you and your executives succeed in the new role.

In times of profound and rapid change for organisations, onboarding programmes are not a luxury. They are invaluable in ensuring that key individuals who have taken on crucial responsibilities are able to meet the requirements as quickly and successfully as possible.

What do our clients say?

“The onboarding programme enabled me to integrate into the organisation much faster. Our coaching sessions have made me aware of the stumbling blocks, and I was able to focus on the issues that have ultimately brought results.”
(CFO – Large international organisation)

“We’re aware that we have a very specific culture, and that career changers don’t always find it easy to integrate here. This is particularly the case at the top level. Consequently, we’ve decided to offer all “newcomers” an onboarding programme. We’ve seen that it helps them to integrate, and that they will produce desired results faster with the help of the programmes… It also demonstrates to the candidate that we really want them to succeed. This alone makes it worthwhile.”
(Executive board chairman – Mittelstand)

“I wish we had an ROI like this on all our development programmes.”
(HR Director – Large international organisation)



Hover your mouse over a step to read more.

Step 1: Preparation for the new role

What is the culture of the organisation?

Who are the key personnel and decision-makers?

What are the expectations of the newcomer?

Step 2: Expectations for the board member

What do I stand for?

What do I want to achieve?

How would I like to work with others?

Step 3: Strategic agenda

What data and facts form the basis for my agenda?

What results can I achieve in the short term (Quick Wins)?

Which issues and goals should I concentrate - for the medium and long term?

Step 4: Team composition

Does my team have the knowledge, experience, skills and talents to implement my strategy?

Who else can I bring in, and how?

What training measures do I need to introduce?

Step 5: Alliance building

Who are the people with influence?

Whom do I have to win over, and on what issues?

How do I inspire them for my agenda?

Step 6: Target culture

Is the current culture suitable to implement my strategy?

If not, what culture do we need?

How can I create this culture?

Step 7: Communication Plan

What do I want to communicate, and when and to whom do I want to do so?

How do I reach my target group?

Which media do I need to use?

For Boards and Executive Committees that want to achieve more...

We apply our research-based insights of the ‘Seven Hallmarks’ of effective boards which proved to generate measurable business results, are peer-reviewed and published in the US, the UK and across Europe.

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