The Tricky first 100 days

Leaders and managers are being judged more quickly than ever before. As Brian Cowen embarks on his new role as Taoiseach, here are 10 ways to ensure you hit the ground running when starting a new job.

1. New role, New start.

Be clear as to what your boundaries are. Mr. Cowen will never be off-duty as Taoiseach, though he will have a support staff that will help him run other aspects of his life. One of the golden rules of relationships is ‘we train people how to treat us.’ Starting in your new role, how do you want to ‘train’ people how to treat you? What are the boundaries you want to set? When you will be contactable and when won’t you be? What will you tolerate? What will you not tolerate?

2. Leave your old role behind

A new role means moving out of your comfort zone. You now have new responsibilities. When promoted, it can be difficult to let go of some of the responsibilities or tasks attached to your old role. At a time when you are facing uncertainty, doing parts of your old job will give you a sense of familiarity. But you are not paid to do this any more. So like Gordon Brown in the UK who also moved from Minister of Finance to the top job, Brian Cowen’s stewardship of the economy is now in someone else’s hands.

3. Learn as you go

Climb the learning curve as fast as you can. Understand products, technologies, systems, and structures, as well as its culture and politics. You have to be systematic and focused about deciding what you need to learn. What do you need to know? But do find out who knows the rest or where you can find the answers.

4. Know there are no maps

There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. You need to know what your unique situation looks like before you develop your action plan.

5. Get some early wins

Your new job does not start on the first day you enter the new office, you are gathering information, forming relationships and getting to know the business from the day you are offered and accept the position. This will help you achieve some early wins. Generating quick wins will build your credibility, create momentum and boost the motivation of your team.

6. Start building internal relationships

New bosses often fail to work out which relationships really matter. If like Brian Cowen you have been promoted, then you will probably know most of the key players already. However if you have moved to a new company you have two priorities. First, identify who is really pulling the strings and where the unofficial powerbases are. Second, who within your team could undermine you? For example those with close connections with the previous incumbent of your role, or those passed over for your role.

7. Who are the important external stakeholders?

It is useful to make a ‘map’ of the web of relationships you need to manage (partners, stockholders, media, suppliers, customers) and determine what are the results you want to achieve with and for these people. Plan a schedule of meetings so you can start managing relationships straightaway. Remember they will want to get to know you.

8. Start ‘managing’ your boss.

You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your plans.

9. Building your team.

If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet the demands of the situation. Your willingness to make tough early staffing calls, and your capacity to select the right people for the right positions are among the most important early drivers of success. Just think cabinet reshuffle.

10. Assist others through the transition

The higher up you are in the organisation, the more your success will be achieved through others. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals. Remember staff are looking to you for their lead. You need to manage their expectations, be proactive in your communications and let them know what is happening and what you expect from them. The quicker you can get your new direct reports up to speed, the more you will help your own performance.

Everyone starting in a new role needs luck. But luck is where opportunity and preparation meet. Follow the above 10 points and you will be proactively creating your own luck.

Learn more about our First 100 Days Coaching Programme.

 

 

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