But it doesn't always happen. So the first time you see someone operating contrary to your culture, say something. Foster a culture for learning. Certainly this is important for all employees, but many senior staffers may feel as if they were hired because of what they know already and therefore don't need to develop further. Make it clear that everyone is expected to continue improving with time that you expect them not only to be good now, but to be even better in three months, six months and so on.
Offer feedback regularly.
This basic management process often falls through the cracks when it comes to executives. Peterson recommends discussing expectations and performance weekly for the first month or so, then every other week for a few months, then monthly. That gets compounded when you bring in somebody new from the outside. If you've hired senior-level people before, take a look at your track record before you hire again. Then design a process to circumvent those reasons for failure.