Leadership - The First Hundred Days

So, you're the new leader. What are your priorities and what will you accomplish in the first 100 days in the job? We believe a new leader's success-- both short and long term-- is determined to a large extent by how well he or she answers this question. In our work with incoming CEO's and other executives, we find it is helpful for them to think in depth about a series of questions that, together, will shape their first 100 days. While these questions vary somewhat based on the specific situation, we have identified a core of about two dozen questions that, with some adaptation, apply to virtually all new leaders. For example:

• What significant differences will observers identify about the organization after you've been leading it for 3 years? How will its reputation have changed?

• What are the four most important messages you want to get out to each of your key stakeholder groups (your management

  team, the organization as a whole, etc.)?

• What information do you need, and how will you get it, to make the key decisions during your first 100 days? (See sidebars re: "The Information Gap" and email us for a copy of the form we use with leaders).

• What would you say to your greatest personal supporter (e.g. your spouse, or a long-time mentor) if they asked, "What are your greatest concerns about your ability to be effective in this job-- and what can you do to address them?"

As consultants working with new leaders, we work through the series of questions, and often seek out information or provide an objective viewpoint in helping you to develop the answers. Perhaps you have a trusted consultant or a mentor to do this, but even if you don't, we urge you to develop a list of key questions that will define your first 100 days' activities and accomplishments. It may help you to ask yourself what you will say at your first:

• Official meeting with your direct reports

• Meeting with a large group of employees

• Meeting with your Board of Directors and/or other governance bodies

• Shareholder meeting

• Press conference

• Interview by a reporter (e.g. for the company newsletter, the local newspaper, or the Wall St. Journal)
  "Recruiting" conversation with someone you need to convince to join your management team in a key position

• Panel discussion at an industry conference sitting alongside other CEO's from the competition.

The challenges a new leader faces are often significant.
After your tenure in this job is over, you will look back upon the key periods that determined your successes and failures. Without doubt, one of the most important-- if not the most important-- will be the first 100 days. The priorities you set, and what you accomplish, will lay the foundation for the rest of your tenure. For many leaders, the seeds of their legacy were planted during their first 100 days.