How to ace your first 100 days in a new job

As one who has written a book on this topic, as well as coached dozens of newly hired executives, I agree with many of the ideas here. I would add a few things: identify the key need in the turnaround – is it a financial/quality/manufacturing/technology or other kind of turnaround needed? Once identified, ensure all available assets (finances, time, talent, etc.) are devoted and focused on this particular aspect. Next, as has been suggested, engage key influencial leaders (not necessarily those with the organizational titles) to commit to your direction, your desired outcomes and the vision for the company. Ensure you communicate that you will not tolerate any dissention from anyone – and follow it up with appropriate rewards or consequences for those who comply and those who don’t. Next, establish and communicate various measurements that can be assessed and shared with all on a regular basis. Finally, take time to fully understand what has made the company successful in the past in terms of values, purpose, culture. What has worked before may just continue to all success in the future.

Above all else, seek advice from trusted counselors who have no other agenda other than for you to succeed; know that you will have to be decisive and that not all of your decisions will be correct. Be able to change decisions, but not overall direction.

Following many of these principles has helped many CEOs, President and other executives that I have coached in their first 100 days.

For a Texas Turn Around Guy he seems terribly unqualified. If he is a true Texas Turn Around “Guy” with True Texas Turn Around experience, our Guy should already know the basics of management under stress and duress. Leadership in this circumstance is not difficult. Don’t ask for the ball if you’re not willing to take the shot. Furthermore, who recruited this “Guy”? I have a number of people that I can recommend who will not only manage the department with confidence but turn a profit. To the 20 something who is proud of their effort, congratulations. If you are doing your job how the heck do you have time to post to this blog? You should be reviewing your employees’ files to be certain that you are doing everything you can for their continued success with the company and preparing them as far in advance as possible for any potential lay offs.

Been there, done that in the 1980’s in Texas.

On the one hand, there’s nothing magical about the first 100 days. The phrase seems to have originated with Franklin Roosevelt’s first 100 days of legislative activity with congress and the 15 bills that launched the New Deal. What was magical was the way Roosevelt used that time to galvanize people around the need for change, the direction of the change, and the actions to be taken.

As Barack Obama heads into his first 100 days, he is obviously well aware of historical models from Lincoln, Roosevelt, King and others. It looks like he’s learning from those models in his efforts to: galvanize people around the BURNING IMPERATIVE of fixing the economy, putting in place MILESTONES for success including economic legislation in place by mid-February, identify and deliver some EARLY WINS like the economic legislation, get the right people in the right ROLES, starting with his cabinet, drive everything with an ongoing COMMUNICATION CAMPAIGN building on the hopeful message of “Change we can believe in”.

It’s a good model for almost any new leader’s first 100-day action plan. People look to new leaders for hope and change, particularly in tough times. However we voted, whatever our views, in these tough times, we all need to believe in and support our new president’s efforts over his first 100 days and beyond.

I am in my 20’s and was appointed from outside to run an entire division at a major US firm. I was appointed over many much older internal candidates. I fully understand the pressure and loneliness of being the leader. It is tough, demanding and their is usually no right answer. There is never enough capital to go around so some part of the business will always be cut. If you are a change it is even more tough. The advice provided is very good. I would urge everyone to read this book.

Excellent advice. I am currently in the role of the person that didn’t get the position. My new supervisor isn’t following the path described but I am using the feedback to make sure I am as valuable to the organziation as possible. I find that others will respond to the situation as I do and that a positive attitude is critical.

Be available. Make a deliberate effort to talk to the new team and introduce yourself. Meet informally with each employee and don’t be shy to deal with bad behavior – it was probably going on a long time and everyone is waiting for someone to tackle it objectively. And introduce yourself; the staff may have heard a range of views about you and so take the time to tell them briefly about yourself and why you took the job.