We all hear about executives who are abruptly fired from high-profile roles. These derailments harm the company, and damage the Leader's career and personal life. Why do New Leaders really fail? Although companies typically select qualified candidates, many blame "lack of fit" as the main cause of their eventual failure. This book offers a different perspective - even with a great hire, fit can (and must) be engineered by both the company and the New Leader. It's time to discard the notion of one New Leader being the only good fit. More than one Leader - or kind of Leader - has what it takes to be successful in a role. And it's everyone's job to help them. New Leaders require resources, structure, and capabilities to succeed. In this book readers will learn how to: - Demystify the notion of New Leader fit. - Ensure New Leader role clarity. - Identify and reconcile common onboarding paradoxes. - Align New Leaders using knowledge, relationships, and feedback. - Prepare New Leaders to effectively drive organizational change. - Build internal partnerships to strengthen their onboarding and drive results. This book provides decision-making and problem-solving tools for anyone who wants to improve the onboarding experience, including: New Leaders, HR Partners, Hiring Managers, Recruiters, Coaches, VCs and business owners/founders.