Fractional CFO GPT warns managers to schedule regular one-on-ones with new hires at 1 week, 2 weeks, 4 weeks, 60 days, and 90 days. Skip these early check-ins and you lose the chance to catch problems, clarify expectations, and set the tone for how the person will perform for years.
One of the biggest mistakes that I see even seasoned executives making is they tell themselves this story that because I'm paying this person so much money, I shouldn't have to have one on meetings with them. I shouldn't have to give them performance reviews, I shouldn't have to give them feedback. It doesn't matter if they're entry level or if they're C suite. You've got to have conversations with them, you've got to have one on ones with them. Now those conversations look different between a frontline entry level bookkeeper and the chief marketing officer. Right. The composition of those conversations are different, but you have to have them. So how often do you have them and what should they include? So for me, when I've bring somebody new on the team, one week after they start, we're having a one on one, two weeks after they start and at the one month mark, so four weeks, then it's 60 days. And 90 days feels like overkill, but it's not. Those first 90 days are so critically important to the long term success of that person on your team.
