How to Win Your First 90 Days as CHRO—Even If You’re on Your Third Transformation

 

Why CHROs Need This:
 

Whether you’re stepping into your first CHRO role—or hitting reset after a stretch in the tactical weeds—your first 90 days can make or break your long-term impact. But most onboarding plans are either nonexistent or generic. In this candid session, Amy Messersmith (former CHRO at Builders FirstSource, Yum! Brands, and US Anesthesia Partners) shares the exact playbook she built out of necessity to navigate high-stakes transitions, earn trust quickly, and drive strategic priorities from day one.

You’ll Learn How To:

• Structure your first 30/60/90 days—even when there’s no onboarding plan
  
  
• Diagnose what’s working (and what’s not) across HR and talent functions
  
  
• Get quick wins while still laying the foundation for long-term transformation
  
  
• Let your HR team shine as the “heroes” while you build credibility
  
  
• Engage business leaders without overwhelming them with HR-speak
  
  
• Prepare for board conversations with confidence and clarity
  
  
• Avoid the trap of staying stuck in the “foundational HR year”
  
  

Length: 33 minutes

Audio, video and transcripts for your listening, viewing or reading pleasure

Best for CHROs Who Are:

• Starting a new role (or recently transitioned)
  
  
• Looking to reset and reposition after being stuck in the tactical
  
  
• Preparing for a board presentation in the next 90–120 days
  
  
• Mentoring up-and-coming HR leaders who need a repeatable game plan
  
  

Ps. Not a CHRO Mastermind member yet? Learn more here: https://www.chropartners.com/ 

 

 

 

This transcript was automatically generated with the help of AI.

 

 

CIndy LU: [00:00:00] Hey there everyone. This is Cindy Liu with CHRO

Partners, and I'm here with Amy, me Smith. Um, we are, um, we have a great

conversation planned for today. If you're here live with us, feel free to drop. Uh,

uh, hello. Tell us where you're joining us from. Um, it's, uh, I think a hundred

degrees here in Dallas today.

Right. So Amy are doing this from the comfort of our air conditioned homes.

Anyways, um, so. I'm glad you're here because we have a conversation that I

think everybody can benefit from, even if you're not just. Starting off a new role

and, um, you know, whether it's your first transition, uh, into a CHR role and

you are thinking, what am I gonna do for the first 90 days to, let's say that

you've been in the tactical zone for a little while, right?

And you're like, okay, we need to reset and maybe restart the 90 days and, uh,

get something a little bit more structured. Um, [00:01:00] Amy. Uh, my dear

friend Amy, and, uh, we, we've been together for like a decade now, I think, and

so Amy comes to us, uh, gosh, from some really fast paced complex

organizations like PepsiCo and Yum Brands and Builders, and US Anesthesia

Partners, and she has navigated.

Um, the environment of a first time CHRO or CPO, she's had to do some

reinventions. Um, it's, uh, she's got a lot of great stories and it sounds like she's

created a little playbook, not just for herself, but today. And because she's such

a generous soul, she's willing to share it with the rest of us. All right, so Amy,

I'm gonna hand it over to you now.

AMy Messersmith: Well, thank you Cindy Lou. Thanks for, um, having me

today. I'm excited to join you all and yeah, I was sharing with Cindy Lou before

this, this was just for me, honestly, born out of complete necessity. Um, I think

there's a couple of fun [00:02:00] dynamics that happen with us, um, HR

leaders. So one, oftentimes we'll go into a new role and there's not.

Sometimes a very thoughtful onboarding plan, if any at all, because, well, guess

what? You weren't there to create it for yourself in advance. So you're, you've

gotta figure that out. And, you know, and another dynamic I've run into over,

you know, many years of ever either being promoted internally and just

stepping into a new leadership dynamic.Or coming in from the outside and needing to very quickly get your arms

around a lot of stuff while building credible relationships. Um, in any case, that

occurred to me somewhere along the way. Amy, it sure would be helpful if you

would write this down because you're gonna have to do this again. The odds are,

are ever in your favor that that's probably gonna be the case or.

One of the really treasured places I find myself now is getting to mentor and

help [00:03:00] other HR leaders who are little, little younger in their career and

are getting the chance to do this sometimes for the first and second time. So. For

all the reasons. Um, I thought, well, I'll just, I'll just put it on paper and then if

somebody can benefit from it, that's awesome.

And if not, well, you know, I don't know. Shred it. It's, it's there if you need it.

Happy to share. Um, nothing proprietary here and probably things many, many

of you have also thought about in the past, but this was, um. This, this has been,

has been helpful to me, and I'm not gonna, if you want this, I'm happy to share it

with your, with your viewer, Cindy Lou.

But I'm just gonna kind of pop on ahead here and talk about oftentimes when,

when we come into the organization, either through promotion. Or through, um,

coming in from the outside, we, we have to get our arms around whatever

wasn't visible to us before. If you're coming from the outside, [00:04:00] almost

nothing is right.

And if you're grow, if you've grown up a little bit in it, then you've got some

visibility. Um, my experience has mostly been coming in from the outside. And

needing to quickly do two things. One, you gotta learn the business and you

gotta really understand the lived experience of your team members. It's hard to

answer some of these questions that we're gonna prompt if you don't know what

it feels like to be a team member in your organization.

And candidly, a recipient of the human resources or people ops teams work.

Um, so, so that's one. You wanna learn the business and learn the people, but,

but the other two is the world of human capital is big and broad, and you may

not have touched every piece of it in your career path. Maybe you didn't do a

stent compensation, maybe you.

Didn't do a stint in ta, so maybe you're bringing different hipp pocket depth

skills, but as the head of hr, you gotta understand [00:05:00] all of it and you

gotta be able to get your arms around all of it. So what I attempted to do was

really set out a plan. That I, I structured it around 90 days. Um, and that may or

may not make sense in your situation.Um, I would say scale it out or scale it in based on what remit you've been

given. But, um, but for me, 90 days kind of worked. Often, typically the board's

gonna wanna hear something from you sometime between 90 and 120 days.

And I always felt like this gave me the comfort to know I'd covered enough

ground to have a good conversation there.

Um, but the first, the first 30 days are really focused on trying to just get the lay

of the land, what's true, what's working, what's not working. And I would love

to hear from our audience, um. As, as you kind of look at the bubbles on this

slide, are, are there other [00:06:00] areas in your, in your first 30 days that you

felt you had to dig into or pull forward, or what am I missing?

Because I'm, I'm here to learn too, so we'll see. We'll see what folks have to say

on that. It'll.

CIndy LU: Pop that into the chat. I know there's a little bit of a delay, Amy, uh,

between, uh, when you ask them a question and when they're responding, or if

you guys are asking Amy questions, just know that there's a little delay on our

end.

Um, sometimes it's a minute, sometimes it's 10 seconds. Hard to know. Uh, but

yeah, I love, I love this, uh, visual and it's, it's broad, right? Like there's so many

things and you may not just, and. Honestly, I feel like many CHS and CPOs,

um, came from a generalist background. They came up through the HR business

partner track.

Very few will have May, maybe they've had a stint in the center of excellence,

but mm-hmm. Um, it's rare to have had more than one. I wouldn't agree. I.

AMy Messersmith: Yeah, I would like, I started as a specialist and before I

[00:07:00] went into the HR BP space and I've, man, that was just a blessing.

And you look back and think, well, but you know what?

I have worked alongside some of, and admired and been mentored by some the.

Best HR leaders who didn't come from a COE space. I think like anything else,

you gotta know what what you have and what you don't have, and then build the

team that's right, right. For the job around you. And, and, and I, I always think

that's a big, a big piece of the success, but in this, in this stage, this is a lot.

And like, sorry for the eye chart, but I just wanted to try to boil. A sampling of

questions down in kind of each of these work streams. 'cause what happens for

me when I start diving into these details, the conversations will get veryorganic. And you'll wanna ask more things. And sometimes you'll just have to

put a pin [00:08:00] in it and say, I'm gonna leave a spot in the tool that says I

gotta come back to this, but I won't forget it because I, I've got an organized

way of capturing what I'm learning and the insights I'm gathering and, and what

I think might need to happen, um, either in the near term or, or, or farther down

the road.

Now this is one stage where I really encourage. Let your team be the hero here.

If you, if you're watching your

CIndy LU: HR team,

AMy Messersmith: yes, your HR team, let your HR team be the hero if, if

you've got a team, sometimes you don't and you're like, okay, I am on a

scavenger hunt of one here, and that's cool, and maybe the answers will be

sparse, and that's what it is too.

I mean, it's better, I'd rather know than not know. But if you do have a team in

place and you've got confidence, then let them. Show you their stuff. Let them

show you what they know. [00:09:00] And, and so this is also great because if,

if you are learning the business while you're getting your arms around this as

well, you, you might be doing this work in the evenings from your hotel

because you might be on site during the day or in meet and greets or spending

your daytime in other ways.

And so one of the things I find is if you can get, you know, different members

of your team who do have a line of sight into how these pieces are working, let

them help you understand it and connect the dots. And then it makes, it just, it

helps build the relationship, which I think is. So important in those early weeks.

It lets them be a hero and, and you get a really good sense of what they, what

they bring. You'll also start to get a sense of what they desire to be able to bring

that they don't have yet. And all of those things I think are, are super important.

But, um, in the tool itself, and I'm a low tech girl, so the tool itself is literally

[00:10:00] in a Word document and you can just, you know, type in it.

It's a table format, but this is just, um, a sampling of some guiding questions in

each of these areas that get the ball rolling. Right. Just, and surely you will have

other questions. Um, and, and you can. Pursue those and pull those strings or

not. But this, this, at least for me, were the things that helped me kind of really

start to understand.Red, yellow, green. Right? What, what's really going on here,

CIndy LU: Amy? That's awesome. I think, um, great leaders simplify things,

right? This document literally could be a, you know, each, each box could be a

hundred questions, but I think you, like you said, there are conversation starters

or just prompts for you to dig in deeper, you know, peel back the onion more.

Um, before we go on, and I wanna. Continue with this conversation on this

slide. Uh, but wanted to say hello to some folks. Eric, welcome Jonathan.

Thanks for your, uh, feedback organizational context. [00:11:00] IE skeletons

Sacred Cows. That's a, that's a smart one, Jonathan. I I love that. Yeah. And,

um, we have a. Somebody asking.

I think Evelyn uh, uh, Elva is asking whether or not your slides will be shared.

We will have this on chro school.com, so the recording will be placed on ch hro

school.com as well as Amy has, uh, offered to share that with our, uh,

community. So thank you. Um, mark, can you drop chr school.com into the chat

in case anybody is interested in signing up for free?

So, Amy, earlier you were talking a little bit about not just letting your, you

know, HR team be the heroes, but extending that conversation obviously into

the business leaders.

AMy Messersmith: Yeah. Yeah. This is really, um, this has been helpful to me

personally as I think about, you know, getting to spend the first 30, 60, 90 days

really learning the business.

A lot of times what that's gonna include is. Traveling with some of [00:12:00]

your peers or being out in their parts of the operating business, and it gives you

a chance to get to know them, but as, as I'm diving into, and shared services is a

great one, and recruiting are, are great ones because you're, you're operating

organizations are always impacted by the quality of that work.

For sure. Mm-hmm. And they know it. Even if they don't know sophisticated

human capital techniques, they know if they can't get people and they know if

they can't get their issues resolved. Right. And so you can always kind of start

there. Hey, I'm gathering some information. I'm getting the lay of the land in

these areas.

What's been your experience? What's working well? What's not working well? I

also learned over time that when I do sort of get through this process and I feel.

I feel that I've listened appropriately and I'm now ready to offer somerecommendations and proposals. I can [00:13:00] attribute those, many of those

recommendations.

Whether I thought they needed to be done or not, doesn't matter. I can often

attribute them back to, you know. So and so in the East shared this information

and it was so, and it was so helpful and, and you know, it substantiates the

recommendation here. Well, once you give them, um. A credit for it, right?

Well now they're gonna help you own it. They're gonna help you drive, you're

gonna advocate for it a little bit more. And so I just think giving credit where

credit's due and sometimes where it's not, it just doesn't, it just does not hurt

because everybody's favorite idea is the one they think they came up with, and

that's just true.

That's human nature.

CIndy LU: That's awesome, Amy. I love it that you. Start with the things that

are on their mind the most. 'cause you're right, a lot of leaders may not even

understand all the full capability of, uh, talent management, especially if that's

why you were brought on board. Right. And so, uh, a great, uh, um, well, she,

he used to be the [00:14:00] CHR of Kohl's.

Tell them Jeffries, uh, once told me, um, give them what they need and then

give them what they, uh, give them what they want and then give them what

they need. So, yeah. Uh, I think that's super smart. Um, second thing is. You

know, you talked about getting this face time with the business leaders. Um, so,

so important.

We, um, did an analysis with AI by grabbing all the transcripts of all the CEO

speakers. We've had board level speakers, um, including like the panel that you,

uh, hosted with ADO at our big HR event in South Florida. And we analyzed all

of these transcripts. And the top thing that came out was that CEOs want more

face time with their chs.

They want more time with you.

AMy Messersmith: Mm-hmm. Well, if the CEO is having a hard time getting

FaceTime with their people partner, I. We gotta go dive into that separately

because, um, Wes, we serve at the [00:15:00] pleasure. But, uh, I, I love that

that desire is there and that the data's coming back and saying that because you

know what CHRs want, they want more face time with their leader.So it sounds like we're in violent agreements. So, so let's do it. Let's make it

happen now. I'll say is, uh, again, I want to give grace around the timeline. I

structured this in 90 days because typically there's a board presentation coming

up after that, and so I ba I kind of back myself into that. If that's not your

situation and you don't have that, then then look kind of work this timeline in

the way that makes sense for you.

But inevitably I tend to find that. By the time I get into that kind of second 30

day tranche, what's starting to scream at me and what I'm tending to wake up at

night and [00:16:00] think about is all things talent. I. Because almo, like you'll

get, you will eventually get your arms around the basics and the trains are gonna

run on time.

It might be a little cruddy for a minute, but, but we get there. That's just can't be

where we stop because that's not being a strategic value add and a creative to

the business. So. What's accretive is that people make the business run and

when you can really get your arms around the levers that unleash the power

through people to move the business forward, now you're starting to cook with

gas.

And, and so in that, in that second kind of tranche I'm thinking about, okay. Do

we have career padding? What's the job architecture look like? What is the

engagement data telling us about how people feel about their opportunities? Do

they see this as a job or as a career? Right? All of that sits in that job [00:17:00]

architecture space.

I think whatever is your company's approach to DEI or belonging or equity and

inclusion, you gotta have your, you gotta have an understanding of that and sort

of merge in with that. But also understand, is that being treated as something

separate or is it core to your beliefs and therefore integrated into all your talent

processes?

That's the better way. One way to kill things is to call it an HR project and have

it run on the side. Try to integrate it right into all of your, all of your talent

touchpoint. But learning and development. Is this an organization where we

lean heavily on, uh, growing from within? What's the proportion of external

hires?

Does that look really different across the different job types? What does it take

to be successful there? How's performance management? Do we have? Pay for

performance, right? Like, are, are total rewards making sense? Do they, do theseprograms actually achieve the. [00:18:00] Behavioral outcomes, right, that we're

looking for from the business.

So all of these things, if you look at 'em in isolation, you can look at 'em just as

siloed categories of, of our ecosystem. But honestly, this is all talent work and

by day 31, I'm starting to ring my hands around it. So I needed a tool. Um, so,

so this part of the tool was very similar structure. Just what are some key

questions that can get you on the right track?

Fast and help you double click where you need to. Importantly, again, you're not

gonna be able to boil this ocean. So, having conversations with your team and

your, your peers and other leaders down through the organization about how

this is working for them, what's producing the most pain points, where could, if

we needed to wait and prioritize, where could that happen?

Getting that buy-in is essential, but getting the truth [00:19:00] in the state of, of

the facts early on in this kind of first 31 to 60 days, I think is just incredibly

important.

CIndy LU: Amy, how would you advise, um, an HR leader to respond to

business leader C-E-O-C-F-O, you know, head of sales when they say. I don't

care about the job architecture.

Let's just str jump straight to career pathing or perform performance

management. How do you handle that? Objection or, or push back?

AMy Messersmith: Well, I would say be smart. Don't speak HR when you're

talking to the business. Speak business, and they're probably not even gonna say

career

CIndy LU: pathing. Okay. Okay. What they're,

AMy Messersmith: what?

What you're probably gonna get at is, Hey, in your last engagement survey

results, how were people feeling overall about their opportunities? Sometimes

you get crickets. Mm-hmm. But oftentimes they know, they recall or you know,

Hey, I've been looking at. Um, kind of how [00:20:00] promotions occur and

the patterns and growth from within, right?

'cause we all wanna grow our people from within what's been working well,

what's not. They'll put some things out there and then you can ask betterquestions more in the language of the business than in the, in the language of hr.

But what you're really trying to get to is, do we have a stated career path?

Now, here's also what's really cool. If you are joining a business that's gone

grown through acquisition and m and a, oh, you are on a treasure hunt for the

best golden nuggets out there because the odds are that somebody you acquired

sometimes somewhere did something really well and somehow on the, on the

other side of the acquisition, maybe it didn't continue in in this with the same

kind of rigor, but they remember.

They remember. So if you, if you're, if you're meeting with, you know, lots of

different leaders across the [00:21:00] business, well the odds are they got there

through some sort of an acquisition and they remember what worked well. One

of my very first dinners at Builders, I was sitting next to just an awesome guy.

He's, he's now leading Central, but I got to talking to him about, and he goes,

you know, we used to have. And then he, he told me, um, and I was like, oh,

you guys used to have, that's a career path. That's a job architecture. And that's

a, that's a cop framework that goes with it. And he's like, yeah, we don't have

that anymore.

And I was like, Ooh, I know where to look. I know where to look. Mental note.

And, but those are the things, right? Because sometimes it's gonna look like

you, maybe you're missing things and maybe you are now, but they weren't

always missing. Yeah. And so it's, it's a good way to get to the bottom.

CIndy LU: This is for a whole nother conversation, but I see all this

information and data and I think, wow, with ai we could probably speed this up

beyond 90 days, probably assuming the company, assuming the organization

can absorb it that best, right?

AMy Messersmith: Probably. [00:22:00] Probably that, well, part of it, here's

where I think that could be perfectly helpful, is if you've got enough information

to sort of. Throw into, Hey, I asked these questions about job, job architecture

and this is what I got back. What seems to be working? What's missing

altogether? What do you think I ought to do next?

Right. Like, then you could really start to like expedite your own thinking.

Yeah. But you kind of gotta have good data to put into it before it can give you

anything back.CIndy LU: Yeah. AI tools to help with this sort of analysis. Feel free to drop a

thumbs up or something in the chat, but just remember to be careful, right?

That, that you're in on a platform that's, that that's not learning on your data.

AMy Messersmith: Yeah, it's not learning on your data and please, please be

diligent. Uh, not to put anything in a non-private AI environment that it would

not be public information.

CIndy LU: Right, right.

AMy Messersmith: [00:23:00] That, that's pretty, you know, that, that's really

important, I think, to say.

CIndy LU: All right. Awesome.

AMy Messersmith: Okay. Well that, so once you kind of get through those

pieces, whether it took you 60 days to get there or something else, it's all good.

But where, where we really wanna pivot to is. Taking now a strategic focus and,

and I think importantly, whether you're in private, you're in private esop, you're

in private equity, or you're in publicly traded, I've been in all of them.

How governance needs to work around these work streams is, is important for

you to start to understand now. And so, um, this is where I think we start

looking at. How, how's executive succession planning really working? Do we,

are we able to have conversations with our board members around kind of

what's the state of our future leadership?

Right? And, and kind of [00:24:00] how many layers down? Do you need to go

or do you aspire to be able to go in that conversation? Because sometimes you

may be starting with, we just need a bench for the executive team period first,

and then we can drop down two and three layers below that. But this is where

you start to understand, okay, where, where do we need to go with this?

And what, what's our starting point? I think this is also too, we're kind of in that,

in that middle tranche, I tend to be looking at. General compensation

mechanisms and their effectiveness and efficiency within the broader org

structure. By this point I'm looking at are we square away on our executive

comp?

How does our, do we have an LTI or some sort of long-term, um, profit sharing

type of mechanism? How are those working? Are they producing the outcomesthat the board and the senior team are wishing for them? Do, do we possibly

have some deeper questions to ask [00:25:00] there and then here, importantly,

depending on.

The type of company you're in, um, the board relationships can look very

different, but they're always somewhere in the mix. And so this is a good time

too. You're probably getting ready to attend your first or second board meeting

in the role if, if that's part, part of your role. And so this is a time when you

know the, the tool is meant to kind of help you understand.

Um, how those pieces are working in your organization. I think another

important one, I I always wanna know before I go into my first board meeting

where I've got a talk about something is, um, what has been the board's

perception of the HR function at this point? Yeah, but it's almost like if you're a

salesperson, you wanna know the objections before you go into the meeting.

Well, like, know, know how they perceived you. Have you [00:26:00] been in

administration? I. Function. Have you been strategic or not very strategic? Are

you, are you, have you, is your role, um, do you speak if spoken to right, or is

there an expectation now? All of those things you can influence by being you

and being in the room and casting a new shadow.

But know, know who your audience is when you go into that environment.

CIndy LU: Yeah, for sure. Amy, I think context is, is you know, just the tips

that you need, the. Cues.

AMy Messersmith: Yeah.

CIndy LU: Um, and I think not just what they've been perceived of in this

organization, but like you said before, with the business leader. Yeah. What's

their context from other organizations?

Right. They probably sit on multiple boards and maybe they've got, um, more

strategic HR leaders and. The other boys. That's right. So we're, we're, um,

maybe at three minutes out, but this conversation's going so great that we're just

going to continue it and we know that if you've got other things on your

schedule, [00:27:00] 'cause we only asked you to show up for half an hour, this

will be recorded and, uh, we will, uh, be able to share it.

So, um, Amy. Well, I'll just,AMy Messersmith: yeah, a lot

CIndy LU: in 90 days.

AMy Messersmith: Yeah, it's a lot in 90 days. And again, don't, don't be

hamstrung by the timeline. Just know that help is out there. I think our tongue in

cheek title of this was Don't drown. Like, you know, listen, there's always a life

preserver in the CHR community is, um. One that takes care of, of its own.

And so always know you can phone a friend. Now, I'll tell you, I have also kept

a separate list of all the other stuff, right? That is, is probably a little bit beyond

the 90 day point, but it, it might. Start to come up in those conversations and so

I don't wanna forget it or miss it. And that's really what this list is, is just kind of

all this other stuff that you couldn't even begin, like contingent workforce

strategy.

You can't [00:28:00] really. Get your head around your contingent workforce

strategy until you understand what is your general talent strategy, what's been

going on, right? Yeah. Um, AI in hr, that's a big one that a lot of organizations

are struggling with right now for privacy concerns and cost. Concerns. So I just

in, in an effort to make sure I don't forget the other things.

I kind of keep a running list. And so while it's, it's not embedded in the 90 day

tool, it is tacked on to the end of it. So at your discretion and at the needs of the

business, you can get at it.

CIndy LU: Yeah. That's awesome. So we have covered how in the first 90 days

or the first 30 days, you're sort of getting the lay of the land, really deep dive

with your team.

Mm-hmm As well, the business leaders. To see what's going on, you know, let

them tell you. Right? Yeah. Uh, let them be the heroes. The second 30 days

you're. Starting to discover talent issues that could be different for, you know,

different [00:29:00] organizations. But one thing, um, Amy, is when I initially

saw this, I'm like, wow, that is so much.

And there's a lot of CHROs and CPOs who kind of get stuck, right? And we just

gotta get the foundational HR stuff done. And that's year one. I'm like, but then

you might just be perceived as just tactical hr. Right. So getting some big wins,

even in talent in the, you know, in the first year is important. And then lastly,

um, getting into the deeper issues of succession and compensation, your board,

uh, presentation.So, wow, this is amazing. What a great roadmap. Um, we've got some

comments from the audience. Jessica says, this is fantastic. Thank you. Thank

you, Amy, Mr. Smith for sharing your insights and thoughtful leadership. Um,

she says she'll be share, uh, she'll be sure to share this with her. Uh. Audience

and then Marian.

Amen. To FaceTime builds credibility. Yeah, absolutely.

AMy Messersmith: It really does. And look, I would say all this stuff, like,

[00:30:00] we gotta get to it. This is the work, this is what our world is, and we

gotta get to it. Please don't, and, and this is advice to myself, please don't

become so. Focused on capturing your notes and building your table, that you

sacrifice those relationships up front.

Let this come out of those good conversations. But this gives you a reason to

chat. It gives you a reason to show up and ask good questions, thoughtful

questions, and um, and also it's just gonna, it's gonna help you onboard to the

business. And oftentimes there's just not even a plan. They're like, oh, good,

you're here.

CIndy LU: Yeah. Well, who's ever had the CEO actually put a onboarding plan

together for the HR leader?

AMy Messersmith: No, it, it won't be that. It won't be that. It'll, it'll be, it'll be

some, some peer possibly got tasked with trying to come up with, or, or your

team. The team stepping into will have done their [00:31:00] best to come up

with something for you.

But you know what? I've been there. And it can be overwhelming. And so if,

you know, if you're finding yourself in that place or you just are mentoring

some great, some great new leaders who have great questions, I mean, I'm

happy, I'm happy to share. So, so feel free, I.

CIndy LU: Yeah. So, um, wanted to say hi to Scotty Gerard.

Thanks. She says Thanks so much for the conversation. Amy, uh, great

presentation from, uh, Sherry Clay Shepherd. Uh, Sal, good to see you. Thanks

so much for joining. Um, Aire and Desiree. Um, Cindy Cindy's. Cindy's got, uh,

jokes, ha ha. Did I, did I have a joke?

AMy Messersmith: You're just, just witty everyCIndy LU: day. So Amy has generously offered to have a coffee talk with the

first six people who ping her on LinkedIn.

So just connect with her or send her a private message. [00:32:00] Um, if this is

something that you're going through, even if you're not in your first 90 days and

you're like, Ugh, we need a transformation. We need a reset. Go and being

Amy, you, you'll not be sorry every time I talk to you. It's been 10 years and hi,

every time I talk to you, I still learn so much.

So thank you from the bottom of my heart for joining us today, Amy. Uh, we

really appreciate it. And, uh, hey guys. Uh. Say a big thank you to Amy in the

chat.

AMy Messersmith: Thank you.

CIndy LU: You next time, uh, we've got, uh, lots of LinkedIn lives coming up

this summer and for our members, uh, we've got some, uh, great speakers in our

mastermind group coming up as well.

All right.

AMy Messersmith: Thank you. Y'all be well.

CIndy LU: Take care.

AMy Messersmith: Bye.