Beyond the First 90 Days

Todd Curzon

Welcome, Daniel, so today, let’s shatter one of the biggest myths out there—that “first 90 days” magic bullet for new execs. I mean, this idea still has a grip on people, right? But when you actually look at the numbers—and I’m talking things from McKinsey, Russell Reynolds, even that wild 40% failure rate from ProventusHR—it’s not 90 days that matter. It’s the whole marathon—the first 18 months or more where the real judgment happens.

Daniel Carter

Absolutely. The real story is, boards and organizations are quietly watching leaders for those first 12 to 18 months. That’s when actual results—and missteps—show up. And get this, research points out that a full 4 out of 10 new leaders either underperform or outright fail within that window. The crazy part is, it’s not about capability. It’s usually about cultural fit, relationship breakdowns, and lack of political know-how.

Todd Curzon

You know, I love a good quick win. Who doesn’t? But going for lightning-fast impact can backfire if you’re working without context, or worse, missing the cultural signals. Actually reminds me—Daniel, wasn’t there a VP you coached who got really hung up on delivering fireworks in that first month?

Daniel Carter

Yeah, oh, for sure. I remember him—he was obsessed with ticking off a “first 100 days” checklist. On paper, he was on fire. But he completely missed subtle signs from his team—signals that they weren’t bought in, or that there were hidden power dynamics working against him. It took over a year, and a lot of honest rethinking, before he realized that building real partnerships and setting the right priorities were way more important than knocking out early wins no one remembered later on.

Todd Curzon

It’s like the first round of a board game—everybody’s scrambling, making wild moves, but only the folks who slow down long enough to read the table end up with any real leverage late in the game. The hype around “quick wins” sounds good, but, man, it blinds people to everything under the surface that actually matters.

Daniel Carter

And if you look at it from a board’s viewpoint, the story gets even more interesting. Boards say they want early wins, but if you listen closer—especially to leaders like Ty Wiggins or Russell Reynolds researchers—they actually value the leaders who invest real time in partnership-building, in getting aligned on strategy, and, most important, building organizational trust over those first 12 to 18 months. It’s not about fireworks—it’s about follow-through.

Todd Curzon

Couldn’t agree more. And it’s, like, classic board game “Twilight Struggle” strategy, right? Sure, you can snatch a big opening, but if you ignore those subtle shifts in power and influence, you’re setting yourself up to get blindsided before the endgame. In real executive life, that kind of tunnel vision—chasing points early—means missing out on building alliances, understanding board–CEO dynamics, and, honestly, learning who actually pulls the strings.

Daniel Carter

Exactly. What sets durable leaders apart is a systematic approach to relationship-building—think facilitated board–CEO sessions, deep listening, and asking for honest stakeholder feedback, then acting on it. Boards don’t really trust you until they see you can actually listen before launching change. It’s not just competence at your job, it’s fluency with people and structures that sometimes seem invisible at first.

Todd Curzon

And, let’s be real, rushing in with a game plan you cooked up before you even figured out who’s on your side? That, my friend, is a one-way ticket to a short tenure. The people who win, to use a board game analogy again—sorry, can’t help myself—are the ones who invest in mapping, watch carefully who the quiet power players are, and are patient about when to move.

Daniel Carter

And that patience lets you build the alliances and credibility you need later, for the big moves. So—maybe don’t fall in love with your “day-one” action list. Instead, invest in solid partnerships and a reputation for strategic alignment and trust—that’s the stuff that survives well past your 90-day check-in.

Todd Curzon

So, if you’re thinking, “Alright, what do I actually do the first year and a half?”—here’s where dropping the cookie-cutter playbook becomes mission critical. The best leaders are using frameworks from McKinsey, LEAP, ProventusHR—ones that put a ton of focus into cultural mapping and reading political currents, instead of just firing off a bunch of initiatives right away. I mean, think about it—have you ever seen someone tank because nobody helped them actually understand how things really work beneath the surface?

Daniel Carter

Oh yeah. I’ve seen that movie, unfortunately. I worked with a marketing executive—stellar resume, killer onboarding, but no one told her about the invisible power brokers or shadow norms. She tripped every hidden wire possible, ended up isolated, and, yeah, out within a year. Now, contrast that to cases where new leaders get integrated with real coaching and 360 feedback—there’s way more engagement, and by the end of year one, you can actually measure better outcomes in team trust and results.

Todd Curzon

Right, the playbook that works isn’t a playbook at all, really. It’s more like a map you redraw every month: Stakeholder mapping up front, real “assimilation” and honest team assessment for the first 180 days, and then you’re systematizing the strategy and culture over the following year and a half. It’s basically—don’t just ask, “What makes this place tick?” but “Who keeps the clock running, and where do I need to check the time?”

Daniel Carter

And don’t skip those feedback loops, either. Even the best get surprised. The leaders who make it lock in multi-layered coaching, do their 360s, and use that intel to recalibrate along the way. So, whether you call it LEAP journeys or whatever—what matters is treating executive integration as a journey, not a checklist. That’s how you avoid being one of those 40% who flame out early.

Todd Curzon

And if you’re starting to wonder, “How do I know I’m getting anywhere?”—the answer’s all in the stories you hear at the end: teammates opening up, results that stick, and, oh, less drama in the boardroom. That beats any generic “first 90 days” hit list any day of the week, in my experience.

Daniel Carter

So, say you’ve gotten through that first 18 months and things are humming—what next? Here’s where a structured 24-month roadmap becomes essential. You gotta bake in checkpoints—months 6, 12, 18—so you’re not just winging it, but actually reviewing what’s working and what needs to adapt as the organization evolves. Otherwise, it’s just rinse and repeat, and we know how that ends.

Todd Curzon

Yeah, and let’s not forget—long-term impact means not getting lazy. It’s about prioritizing ongoing leadership development, reinforcing culture, and building networks. That’s coaching, that’s peer groups, that’s piping those behaviors you want into daily habits. This stuff doesn’t “finish,” ever. You gotta keep leveling up.

Daniel Carter

And you need ways to measure progress that go beyond those “quick wins.” Set KPIs around lasting change—are you actually shifting the culture, driving long-term objectives? Those mile markers matter a lot more than who had the flashiest quarter. Real leadership maturity comes from tracking and celebrating those deep wins.

Todd Curzon

Completely. So, if you’re listening today and you’re new in your seat, remember—ignore the hype about day 90 and look at the big picture. And if you’re playing the board game version of this? Focus on the endgame, not the opening move. Daniel, anything you’d add before we wrap?

Daniel Carter

Just that leadership, done right, is never really finished. It’s an ongoing journey, with regular check-ins, learning, and growth. We’ll dive deeper into some of these frameworks and practical next moves in our upcoming episodes, so stay tuned. Todd—always a pleasure trading analogies with you.

Todd Curzon

Always, Daniel. And thanks to everyone listening out there—if you’ve been nodding along or jotting furious notes, we’ll see you next time on The Velocity Executive. Take care!

Daniel Carter

Goodbye everyone!