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Adapted from the Executive Summary of The New Leader's 100-Day Action Plan An¡§OnBoarding¡¨ Process for Leaders at Every Level |
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| Whether the new leader is a veteran CEO taking the reins of their next organization, or a new frontline supervisor, The New Leader's 100-Day Action Plan1 will help manage that leadership transition so they take charge, build their team and deliver better results faster than anyone thought possible. This matters because 40 percent of leaders going into new roles fail in their first eighteen months2 . (Yes 40%!) |
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| What do these leaders not know or see? What do they not do? Why are they not able to deliver? In most cases they miss one of the crucial tasks that must be accomplished in their first 100 days. Some don't understand the impact of their early words and actions and inadvertently send their new colleagues all the wrong messages. Some focus on finding a new strategy, but fail to get buyin and fail to build trust with their new team. Some do a lot of work without accomplishing the one or two things that their bosses are looking for. No leader wants this to happen. |
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| This summary and the book itself are designed as action plans, with timelines and key milestones new leaders need to reach weekbyweek, to set them and their team up for success in their first 100 days. These are distilled from insights gleaned from working with clients of our consulting firm, PrimeGenesis, whose sole mission is to help executives moving into new leadership roles. But even this summary will help you know what you need to know, see what youneed to see, and do what you need to do to deliver, or to help them deliver success quickly and decisively. | |
| Over the years, we have noticed that many new leaders show up for a new role smiling, but without a plan. Neither they, nor their new companies have thought things through in advance. On their first day, they are welcomed by such confidencebuilding remarks as: ¡§Oh, you're here¡K We'd better find you an office.¡¨ | |
| ¡KOuch! | |
| Thankfully, some enlightened companies have a better process in place. If you are lucky, you will be associated with a company that actually puts people in charge of preparing for a leader's transition into a new role. Imagine the difference when a new leader is escorted to an office that is fully set up for her, complete with computer, passwords, phones, files, information and a 30day schedule of orientation meetings. | |
| ¡KBetter. | |
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| 1 From The New Leader's 100-Day Action Plan, Bradt, Check and Pedraza, (Wiley, New York, 2006) 2 The 40% failure rate comes from a study by the Center for Creative Leadership as cited by Anne Fisher in ¡§Don't Blow Your New Job¡¨ in Fortune, June 22, 1998. Brad Smart cited a failure rate of 50% in his book Topgrading (Prentice Hall 1999). Human Resources Magazine cited a Right Management Study on August 21, 2004 that indicated the 2004 rate was 35%. Leadership IQ published a study September 20, 2005 suggesting that the failure rate is 46% at 18 months. So, 40% is still looking like a good benchmark. |
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