On Boarding & the Interim Executive

So you can hit the ground running then? Naturally as an experienced Interim Executive the answers roll off the tongue.
Expert, adaptable, integrate well with teams, fixer, excellent communicator, the more in trouble an organisation the better, work well in any industry and across disciplines, can make and carry out strategic decisions...

So what happens when you begin an assignment? How long does it actually take to hit the ground running and win the respect and cooperation of peers, team members and executive management?

Would an on-boarding exercise and fast-track workshop ensure success and what would that look like?

A smaller organization possibly needs a less intensive intervention. Key stake-holders take the role of executive sponsorship and are more directly involved in ensuring that the objectives of an interim assignment are met and the outcomes successful.
However, trends are indicting that larger corporates with entrenched boards, politics and nuances are turning to Interim as a solution for areas of the business where critical objectives need to be achieved in a short space of time.
Frequently in times of crisis there just isn't time for a carefully planned and implemented on-boarding and acclimatisation process. A recently appointed Interim Executive is almost certainly going to step into a minefield of obstacles that need to be navigated quickly and effectively.

The purpose of this post is to stimulate participation and comment. There are some key things that need to happen for an assignment or project to get off the ground quickly. What we are planning is a creative, innovative and effective fast-track on-boarding process that clients can use and adapt to their unique circumstances.

We want to tap into your experience and build a "best of breed" process using success stories and real-life scenarios. What are your key criteria for a successful (fast) on-boarding programme?