Given that 40% of managers admit to lying during interviews, candidates cannot fully trust the recruiting process. Instead of passively assimilating, new hires should use their onboarding period as an active investigation. The goal is to assess the true daily work environment and determine if it's a genuine 'right fit'.

New hires have a unique opportunity to improve processes. After gaining initial experience (6-9 months), they should critically evaluate the existing alliance management playbook. This fresh perspective, combined with new internal knowledge, is invaluable for identifying outdated or inefficient practices.

In your first 90 days, resist the urge to be the expert. Instead, conduct a "listening tour" by treating the organization as a product you're researching. Ask questions to understand how work gets done, what success looks like, and what challenges exist at a systemic level.

Instead of letting new hires spend months learning the ropes, aim for them to be organizationally competent in three days. This forces the company to meticulously document all processes, roles, and assets in a central place like Notion, eradicating inefficient "tribal knowledge" and accelerating a new team member's impact.

To harness new ideas without causing chaos, mandate that new employees first learn and execute tasks the established way. This forces them to understand hidden dependencies and workflows they can't see initially. Only after mastering the current system can they suggest meaningful, context-aware improvements.

Firms invest heavily in sourcing candidates but fail at onboarding. The crucial first 90 days, when an executive is most vulnerable, are often neglected, treating the hire as a 'done deal' instead of the beginning of a critical integration phase.

As companies scale, new hires import work habits from previous jobs. If a company's unique, effective ways of working are not explicitly defined and reinforced, this influx of different styles dilutes the original 'secret sauce.' The organization becomes a generic, less efficient amalgamation of individual preferences, making work feel harder.

Thirty days after a new person starts, ask: "Knowing what I know today, would I hire this person?" If the answer is yes, praise them. If the answer is no, fire them immediately. This forces a decisive action before a bad fit can damage team morale, as everyone else already knows they aren't a fit.

A new hire's behavior in their first week is highly predictive. Those who immediately send a long list of critiques and requests demonstrate a negative bias that indicates a poor cultural fit, and they will likely leave the company within six months.