The First 100 Days

What do you need to do, and what are your priorities during the First 100 Days in your new strategic-level position?

You’ve had the celebratory glass of champagne with your family and friends, and bought a new suit and brief case. That feeling of pride radiates in your glowing aura and you look and feel like the cat’s ‘pyjamas’. The recent announcement of your new appointment has raised a flurry of enquiries amongst a large number of people who wonder how your new appointment will impact on them. Your new colleagues, new staff, as well as customers and suppliers will all be investigating your track record with those who have worked with you in the past and making enquiries with industry contacts.. “What is he like?”, “How does he get along with others?”, “How does he operate?’, “How would you describe his leadership style?” are typical of the questions they will be asking. These people will all be concerned about the impact of you and your new appointment on them.

To a large extent your personal brand will already be set in place, and people will have impressions of how you will most likely operate and the likely approach you will take in your new role. No doubt they will be feeling a tad anxious about the changes you will make and how those changes might impact on them. Coalitions will be starting to form, even amongst those who normally don’t get along too well together, in anticipation of your arrival. For your part, you will be tempted to do your homework too, finding out as much as possible about your new boss and your new colleagues and staff. The temptation will be to gain some quick impressions and interpret them in the context of your experience and what has worked for you in the past.

Here lies the first Trap!

In the weeks leading up to your first day, you will be wondering what your priorities will be during your first few months at work. “Will I focus first on getting a strategic view of where we are at?”, or “Should I focus on my staff and my new boss?”, and “How will I deal with phone calls from suppliers and clients who will all be wanting to see me and get an idea of what I am thinking and how my new appointment might impact on them?”

Here lies the second Trap!

With a full head of steam you are ready to get some runs on the score board from day one. The chances are you will have prepared to make some comments to the troops during week one, giving some clues as to your views of the current strategic situation and what changes you might have in mind.

Here lies the third Trap!

During your first few weeks you will be tempted to pick the low hanging fruit and sort out some of those long standing un-dealt with issues that no one else has had the courage to sort out before.
Here lies your fourth Trap!

During your first meetings with your new boss and your staff you will follow your instincts, based on what has worked well for you in your last position and be tempted to relate to them in the same way you related to your previous boss and colleagues.
Here lies your fifth Trap!

A typical case study:

“Robert is a tall, athletic, well presented and charismatic senior executive with a stellar career. During his first week step-up from GM to Group GM, he was keen to make his mark. So when the MD of the advertising agency called to arrange a get-to-know-you meeting, he responded “I don’t do lunches, so you might like to consider coming for an hour’s run and get to know me along the way.” His intention was to be seen as a no- nonsense bloke and his tone came across as overly assertive. The reality was that he had always considered the company spent far too much money on advertising and now he was in perfect position to put a stop to it. What he overlooked was: his company is the agency’s biggest client and its MD had a long-established relationship with Robert’s CEO and board of directors. The offhanded approach threatened the agency and the MD worked to undermine the reputation of Robert through negative rumours”. His brand was tarnished from week one!”

So how can you avoid these traps?

The Institute for Strategic Leadership provides a STEPPING UP ~ First 100 Days one- on-one coaching programme that gives you a framework that provides the essential 10 Steps you will need to take, as well as meeting agendas and action lists. You will also be supported with a 24/7 online business and leadership mentor.