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| Get the right people in the right ROLES (by Day 70) | |
| Support people that are in the right role and performing well Move people that are in the wrong role and performing poorly Invest in people in the right role but not performing well Evolve to new roles people in the wrong role and performing well |
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| Shape the CULTURE with an ongoing communication campaign (throughout the first 100 days) | |
| Map the existing culture and coalitions. Then deploy an all-out, multi-media communication campaign over an extended period to shape and evolve the culture to where it needs to be. Doing this right requires a lot of effort. The payoff is both huge and lasting. |
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| ADJUST to the inevitable surprises | |
| It is essential to monitor the situation over time. Identify and classify surprises' impact as major or minor, enduring or temporary and be ready to react as appropriate. For major, enduring changes, redeploy and/or restart. For major, temporary events, follow the basic flow of prepare – understand – plan – implement – revise/prepare. And manage communication relentlessly. |
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| AVOID the most common mistakes | |
| Avoid stepping on seven common on-boarding landmines: | |
| 1) ORGANIZATION: Lack of a winning strategy; or inability to implement that strategy | |
| 2) ROLE: Expectations and resources or Key Stakeholders not aligned | |
| 3) PERSONAL: Gaps in individual's strengths, motivation or fit | |
| 4) RELATIONSHIP: Failing to establish/maintain key relationships up, across or down | |
| 5) LEARNING: Situation, Customers, Collaborators, Capabilities, Competitors, Conditions | |
| 6) DELIVERY: Failing to build a high performing team and deliver results fast enough | |
| 7) ADJUSTMENT: Not seeing or not reacting to situational changes | |
| BUILD loyalty, trust and commitment | |
| Great leaders focus more on their followers than on themselves. The more they sacrifice for the benefit of their followers, the more loyal their followers are to them. Leaders like that are around today. They are easy to spot. They are the ones people are following. |
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| ________________________________________________________________________________ | |
| George Bradt, Jayme Check and Jorge Pedraza are principals of PrimeGenesis, an executive on-boarding and transition acceleration group that helps leaders in new and challenging positions deliver sustainably better results faster and reduce the risk of failure. Its expert specialists provide hands-on facilitation of practical tools based on their own senior line management and organizational development experience with leading companies around the world. There's more about them and PrimeGenesis at www.primegenesis.com. |
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| The New Leader's 100-Day Action Plan was published by John Wiley & Sons, New York, in April, 2006. | |
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