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One must listen if one wishes to be listened to.La Rochefoucault

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The New Leader's 100-Day Action Plan

The New Leader's 100-Day Action Plan

Transforming the first 100 days of a job transition into a springboard for future success.

Author(s): Bradt, Jayme A. Check, Jorge Pedraza

Publisher: Wiley

Date of publication: 2006

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Nearly half of leaders fail within eighteen months after taking on their new role. Observation shows that these numerous failures are often the price to pay for mistakes committed during the first 100 days on the job.
To help new leaders avoid the traps so common to this critical period, the authors – three consultants specialized in leadership transitions – propose a “roadmap” designed to transform these first 100 days into a springboard for future success.
– The most striking point of the book is probably the idea that to succeed, new leaders must roll up their sleeves and start working even before they officially take on the job. In particular, the authors point out the importance of using the “pre-arrival” period to get to know the new working environment (chapters 3 and 4), by identifying the main challenges and corresponding risks, by spotting the key players in the organization and taking the time to meet with them, etc. The first day is also a critical moment where missteps will not be forgiven (chapter 6).
– Chapters 7 to 10 cover the critical steps a leader must take to ensure that his or her team is truly effective and supportive, e.g. get the team to buy into the established objectives, look for quick wins that will bolster your credibility, make sure that the right people are in the right jobs, etc.
– Finally, the last three chapters review some general principles, such as the need to expect the unexpected, to align objectives with available resources, to create a network of supporters, etc. – that any manager taking on new responsibilities should take in mind to avoid falling into the most common traps.