The first 100 days in a new role is a particularly critical phase for the newly appointed executive, so how do you step up to the challenge? You are expected to do three key things; establish credibility in terms of professional competence, show a discerning ability to establish priorities for delivery, and demonstrate leadership.


Author: Chris Coe, partner, CTPartners

Topic: Leadership

OVERVIEW

The on-boarding process provides valuable time to explore, reflect upon and priortise operational and people-based priorities. It's also an opportunity to focus on the personal professional development agenda in the new role. The temptation is often to dive in and deal with immediate demands. While this may be necessary, one of the most common mistakes executives make is not setting aside enough time for reflection and planning for longer-term gain.

WHEN TO USE THIS GUIDE

• When making the transition from one role to another.

• Helping a new executive to make a seamless entry.

10-STEP ACTION PLAN
 
1. Coaching & mentoring 

You can’t hope to successfully meet these new challenges without understanding your own strengths and weaknesses, and more importantly, knowing how and where you can get support for some of your weaker areas, possibly through executive or leadership coaching or mentoring.

2. Understand the business

 In the very early stages it's crucial to size up the organisation and its people. Failing to understand the business and failing to develop the right relationships can undermine the position of any new executive.

3. Take a step back and absorb

Unless there are urgent issues to deal with, it helps take some time to acquire the information you need, to gain a real sense of the organisational culture. Identify what is important and what isn’t, and differentiate between the signals and the noise.

4. Good communication is vital

Every conversation that you have will be of value in providing insight into the company and its culture. You should be able to define the prevalent management style, identify the individuals who you need to build relationships with, and ascertain what the organisation expects of you.

5. Communicate

At the earliest stage, a new director makes his or her presence felt but in a subtle way, by engaging with the organisation. It's important to ensure that you are visible and to communicate with key stakeholders.

6. Get support 

New leaders will benefit from proactive support in deciding how they form effective relationships at this level and what behavioral changes they may need to make to ensure that they are effective in their new role. The impartial of an external coach can help.

7. Regular meetings

During the first hundred days it's important to meet regularly with those who report directly to you, as well as their own direct reports. This will help you understand what each person does, what their skills are and what views they hold. Keep the meeting groups small in order to build rapport and trust with those who will be working closest to you.

8. Listen & observe

Getting the right balance between analysis and action is crucial. Some senior executives make change for the sake of being seen to be doing something and make decisions without thinking things through properly. Unless the situation calls for urgent action, use your first few weeks to listen and observe.

EXPECTED OUTCOMES | RESULTS 

• Used well this crucial period will help to establish a base for the longer term when you will be scrutinised and judged by what you can really deliver. There is also much to gain by reflecting on one’s own personal style and presence and adapting this to fit into the new culture. This may need to be adapted in order to hit the right note, taking into account new individual and organisational preferences.

• Modern day organisations are complex environments where operational necessities intertwine with matrix structures, spoken and unspoken corporate cultures, office politics and interpersonal considerations. A planned transition will help to ensure success in the new role. 

ABOUT CTPARTNERS

CTPartners is the performance-driven executive search firm serving clients across the globe. Committed to a philosophy of true partnership with clients, the firm offers a proven record in C-Suite, top executive, and board searches, as well as private equity and venture capital services. With origins dating back to 1980, CTPartners serves clients with a global organization of more than 350 professionals, offering unparalleled expertise in technology, media and telecom, financial services, life sciences, professional services, retail, and manufacturing.

CTPartners’ focus is simple: place the right executive in the chair. Proof positive of CTPartners' ability to get the job done is its 81% placement rate in 2007. With searches typically taking about 124 days to complete, 90% of placements were completed on average in 102 days. Furthermore, independent post-placement research reveals an industry-high stick rate of 92% for 2007. These statistics are believed to be the best in the executive search industry.

Methodologies used include state-of-the-art technology, such as ClientNet, a password-protected extranet service that renders a search transparent and facilitates client communications. Other tools include Candidate Central, which shortens the recruitment cycle by efficiently engaging candidates; Placement +90; and 40-day Audit processes.

Headquartered in New York, CTPartners has offices in Bogotá, Boston, Caracas, Chicago, Cleveland, Columbia, Geneva, Hong Kong, Jerusalem, Lima, London, Miami, Paris, Redwood City, Shanghai, Singapore, and Washington.

FOR MORE INFORMATION




Chris Coe
T: +44 207 901 0450
E: ccoe@ctnet.com
www.ctnet.com