Newly appointed executives face a high risk of failure: According to American studies, one-third to half of them leave the company within the first 18 months. Given the associated high costs, the question arises of how the integration of new managers can be professionally organized. Systematic personnel integration of executives, often referred to as onboarding, is still rarely practiced in corporate settings. The first part of this book provides a brief overview of essential social science findings on how individuals adapt to the structures of a new company. Both organizational socialization research and the Leader-Member Exchange theory of leadership offer interesting insights. The second part then provides concrete recommendations.