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| Start BEFORE Day One-especially with the boss and Key Stakeholders | |
| How do new leaders take charge, build their team, and get great results¡Kfaster than anyone thought possible? They cheat. Seriously, they create time by starting earlier than anyone thought they would. Key steps for this golden time between acceptance and start include: |
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| ¡E Identifying Key Stakeholders up, across and down | |
| ¡E Managing personal set-up | |
| ¡E Conducting pre-start meetings and phone calls | |
| ¡E Gathering pre-start information and learning | |
| ¡E Planning the first 100 days | |
| Pre-start meetings and phone calls are a great chance to jumpstart relationships and get at learning, expectations, and implementation. | |
| Decide how to ENGAGE the new culture-Assimilate, Converge & Evolve, or Shock | |
| Be choiceful about the entry into an organization, using an ACES model to determine whether to Assimilate, Converge & Evolve, or Shock it at the start. Leaders need to make this choice before they walk in the door because it will change their approach to Day One. |
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| Take control of DAY ONE-Make a powerful first impression | |
| Everything communicates. And, at the start of a new role, all communication is magnified. Thus, it is essential to be particularly choiceful about everything the new leader does and says and doesn't do and doesn't say ¡V and in what order and to whom they do or say them. That's why the new leader, and only new leader, has to be in control of the first impressions they make on and around Day One. |
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| Get Buy-in for the One BURNING IMPERATIVE and create the new strategy (by Day 30) | |
| The Burning Imperative is the cornerstone of Tactical Capacity. Everything pivots off a team's mission, vision, and values. For this and the new strategy to drive everything everyone actually does every day, they must be truly shared. Get them created and bought into early on ¡V even if they're only 80% right. The leader, and the team, will adjust and improve along the way. But don't let anything distract them from getting this in place and shared. |
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| Use key MILESTONES to drive team performance (by Day-45) | |
| The real test of a high performing team's Tactical Capacity lies in the formal and informal practices that are at work across team members. Tactical Capacity requires that significant leeway be built into those practices. Use a flexible team-based milestone management practice to build in nuances, insight, monitoring, and collaboration. |
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| Invest in EARLY WINS to build team confidence (by Day 60) | |
| Early wins are all about credibility and confidence. People have more faith in people that have delivered. It's important for the new leader's boss to have confidence in them. It's important for team members to have confidence in the new leader and in themselves. Early wins fuel that confidence. To that end, identify potential early wins by day 60 and deliver them by the end of the first six months. |
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