Article Contents:
New Recruits Success in Small Business
In many small and mid-sized businesses, founders decide to bring in senior professionals ( CXO, Plant heads) to help take the organisation to the next level.
These new leaders are often hired from reputed organizations, with strong credentials and higher remuneration, to bring fresh thinking and professional discipline into the company.
At the same time, these recruits also join with genuine excitement, moving from large, structured organisations to smaller setups where they believe they can make a meaningful contribution and have a visible impact.
Yet, in many cases, within three to six months, both sides begin to feel disappointed.
The founder feels the recruit is not delivering as expected.
The new recruit feels isolated, unheard, and slowly loses enthusiasm.
So where does the gap lie?
It is not in capability or intent, but in the behaviours and practices on both sides.
Let us explore the right behaviours and practices from both sides, the founder and the recruit, that can make this partnership truly successful.
From the Founder’s Perspective: How to Make the New Recruit Succeed
1. Set the tone from day one.
The way a founder introduces a new leader shapes how the entire organisation perceives him.
A thoughtful introduction, where the founder clearly explains the new leader’s accountability, reporting structure, and how others will report to him and connect with the founder, creates immediate clarity.
It also sends a powerful message that this new leader is fully supported and trusted by the founder. In my experience, this simple act helps in building confidence and alignment from the very beginning.
2. Include the new recruit in strategic discussions.
In one of my client organisations, the founder called his finance and manufacturing heads to discuss upcoming sales and budgeting plans, but left out the newly appointed CEO, thinking he would take some time to settle.
When I suggested involving him, the founder realized that early exclusion could make the recruit feel disconnected.
Once he began including him in these discussions, collaboration improved, and decisions became more cohesive.
3. Balance between control and trust.
The founder’s role is to enable, not to test.
I observed in another client setup that the founder preferred doing reviews every morning, while the new leader preferred evenings to align with customer updates.
Once the founder allowed this flexibility, the leader performed better and the team became more responsive.
Allowing new leaders to bring their own working styles often helps unlock better results.
4. Provide private feedback, not public criticism.
In one organisation I worked with, a founder criticised a newly joined plant head during a review meeting in front of everyone.
The new leader withdrew emotionally after that. Constructive feedback should always happen one-on-one. Public criticism can damage credibility and confidence, while private dialogue builds trust and respect.
5. Be the bridge between the old and new teams.
Founders should observe how the existing team responds to the new leader and step in early if any friction arises.
When the team sees that the founder and the new leader speak in one voice, they align faster and perform better.
6. Allow time for alignment.
Every senior leader comes from a different background and work culture.
Taking the time to understand your company’s people, systems, and culture before expecting results helps create a smooth transition.
When the founder focuses on enabling the recruit’s success instead of evaluating him too early, professionalisation truly begins.
From the New Recruit’s Perspective: How to Integrate and Contribute Effectively
1. Avoid constant comparison with your previous company.
As I observed in one assignment, a newly joined operations head kept saying, “In my previous company, we used to do it this way.”
Although he intended to share best practices, the team began to feel irritated and disconnected.
People in smaller organisations value relevance and respect.
Instead of quoting the past, focus on what can be built in the present setup.
2. Understand before changing.
In small organisations, systems evolve around people and practical realities.
The new recruit should first spend time observing products, processes, and people.
When leaders understand the issues before making changes, their corrections are accepted more willingly.
3. Win small, win early.
In one case, a newly hired sales head started with small but visible improvements such as reducing dispatch delays and improving customer communication.
These quick wins built confidence among the team and the founder.
When people see results, they start believing in the leader’s approach.
4. Communicate regularly with the founder.
A short weekly update or an informal check-in builds trust.
It reassures the founder that things are on track and prevents unnecessary anxiety or interference.
Regular communication is not about reporting, it is about building mutual confidence.
5. Balance assertiveness with patience.
Some leaders enter with a strong urge to prove themselves and start making big changes too soon.
Others stay silent for too long, waiting for the right time. Both approaches fail.
The balance lies in showing intent through small actions and earning trust through consistent behavior.
6. Build trust before challenging norms.
When employees see that the new leader is here to help and guide, not to threaten or judge, they will naturally support him.
True influence comes not from authority but from empathy and connection.
The Common Ground: Shared Purpose and Mutual Respect
Both the founder and the new recruit must remember the purpose of this partnership, which is to help the organization grow to the next level.
The founder brings legacy knowledge, relationships, and vision.
The new recruit brings structure, discipline, and external experience.
When both align through trust, open communication, and shared purpose, the entire organisation moves forward stronger and faster.
Ultimately, the organisation’s purpose is bigger than any individual.
When both sides work to enable each other’s success, everyone benefits.
