Things often aren’t as they appear. There may be some surprises - about resources, staff, commitments, board dynamics, and relationships. Your biggest challenge in the first months is making relationship building a priority while addressing whatever critical organizational issues need attention. This is your time to get to know the organization and build the relationships you need to succeed. Here are some suggestions on how to do that:

• Before you start the job (or in your first week), ask to see the bylaws, current financial statements, board roster and minutes, staff roster and resumes, previous two years’ audits, and a summary of contractual obligations and funding commitments.
• Clarify the board’s expectations of results.
• Make meeting with staff, board, and key stakeholders a priority. Ask for their guidance on people to meet and their assistance in making introductions.
• Ask the board for a written work plan of your priorities for the first three months. Initiate a process of written work plans for the board to use in evaluating your performance.
• Insist on a three-month informal check-in and a six-month review of your performance. Ask for feedback on an ongoing basis.
• Build an effective executive-board relationship as if your job depends on it. It does!
• Work to create a safe place for yourself and others to learn. Admit what you don’t know, and ask for support for your orientation and professional development needs.
• Find a mentor with no agenda other than to help you process what’s going on and succeed at your new job.