AdaptedfromtheExecutiveSummaryof

TheNewLeader's 100DayActionPlan
AnOnBoardingProcess forLeadersatEveryLevel

AdaptedfromtheExecutiveSummary of

TheNewLeaders100DayActionPlan
AnOnBoardingProcessforLeadersatEveryLevel WhetherthenewleaderisaveteranCEOtakingthereinsof theirnextorganization,ora 1 newfrontlinesupervisor, TheNewLeaders100DayActionPlan willhelpmanagethat leadershiptransitionsothey takecharge,buildtheir teamanddeliverbetterresultsfasterthan anyonethoughtpossible.Thismattersbecause40percentofleadersgoingintonewrolesfailin 2 theirfirsteighteenmonths .(Yes40%!) Whatdotheseleadersnotknoworsee?Whatdotheynotdo?Whyaretheynotableto deliver? Inmostcasestheymissoneofthecrucialtasksthatmustbeaccomplishedintheirfirst100 days.Somedontunderstandtheimpactoftheirearlywordsandactionsandinadvertentlysend theirnewcolleaguesallthewrongmessages.Somefocusonfindinganewstrategy,butfailtoget buyinandfailtobuildtrustwiththeirnewteam.Somedoalotofworkwithoutaccomplishingthe oneortwothingsthattheirbossesarelookingfor. Noleaderwantsthistohappen. Thissummaryandthebookitself aredesignedasactionplans,with timelinesandkey milestonesnewleadersneedtoreachweekbyweek,tosetthem andtheirteamupforsuccessin theirfirst100days.Thesearedistilledfrominsightsgleanedfromworkingwithclientsofour consultingfirm,PrimeGenesis,whosesolemissionistohelpexecutivesmovingintonew leadershiproles.Buteventhissummarywillhelpyouknowwhatyouneedtoknow,seewhatyou needtosee,anddowhatyouneedtodotodeliver, ortohelpthemdeliversuccessquicklyand decisively. Overtheyears,wehavenoticedthatmanynewleadersshowupforanewrolesmiling, butwithoutaplan.Neitherthey,northeirnewcompanieshavethoughtthingsthroughin advance.Ontheirfirstday,theyarewelcomedbysuchconfidencebuildingremarksas:Oh, yourehereWedbetterfindyouanoffice. Ouch! Thankfully,someenlightenedcompanieshaveabetterprocessinplace.Ifyouarelucky, youwillbeassociatedwith acompanythatactuallyputspeopleinchargeofpreparingfora leaderstransitionintoanewrole.Imaginethedifferencewhenanewleaderisescortedtoan officethatisfullysetupforher,completewithcomputer,passwords,phones,files,information anda30dayscheduleoforientationmeetings. Better.

1 FromTheNewLeaders100Day

ActionPlan,Bradt,CheckandPedraza,(Wiley,NewYork,2006) The40%failureratecomesfromastudybytheCenterforCreativeLeadershipascitedbyAnneFisherinDont BlowYourNewJobinFortune,June22,1998.BradSmartcitedafailurerateof50%inhisbookTopgrading (PrenticeHall1999). HumanResourcesMagazinecitedaRightManagementStudyonAugust21,2004that indicatedthe2004ratewas35%. LeadershipIQpublishedastudySeptember20,2005suggestingthatthefailurerate is46%at18months.So,40%isstilllookinglikeagoodbenchmark.

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Butstill notgoodenough.Evenifthecompanyhasdonethisfor thenewleaderin advance,if they havewaiteduntilthismomenttostart, they arealreadybehind,andthey have stackedtheoddsagainstthemselves. WehavetestedandevolvedPrimeGenesis onboarding methodology inmanydifferentenvironments,withalltypesofleaders.Wehavefoundthereisa hugedifferencebetweentheleaderwhohasaplan,hitsthegroundrunning,andmakesanimpact ontheirfirstday onthejob,andtheleaderwhowaitsuntilDayOnetostartplanning.Clientswho haveusedourmethodshavebeenabletodeliverbetterresultsfaster.Andtheyvereducedthe rateoffailureofleadersgoingintonewrolesfourfoldfromthe40%wequotedabovetowell under10%. Hereareourthreemostimportantrecommendationsforleadersgoingintonewroles: 1) Takechargeof theOnBoardingprocess.Itshouldincludediscretestepsstructuredand driven by theleaderovertime. (Mirroringthestepsinthissummary.) 2) Getaheadstartbefore thefirstday.DayOneisacritical pivotpoint,andamajor opportunity toaccelerateprogress if thenewleadercanhitthegroundrunning.Alittle early momentumgoesalongway. 3) Thinkteam.Inthefirst100daysitisessentialtoputinplacethebasicbuildingblocksof ahighperformingteam. Newleaderswillfailif they trytodoeverythingthemselves, withoutthesupportandbuyinof theteam. Asateamleader,theirownsuccessis inextricablylinkedtothesuccessoftheteamasawhole. ConsidertheexampleofthePuritanFoodsteamatProcter&Gamble,whichinsix months,accomplishedmorethananyonethoughtpossible. Thenewteamleaderwasgivena budgettotestmarketPuritanFoods. Abudget,butnoteam.Hehadtorecruitvolunteerstowork ontheprojectintheirsparetime.Thegoodnewswasthatthismeantthateveryonethatworked ontheprojectwasdoingitbychoice.Theirmandatewastogetasetofnewproductsintotest marketasquicklyaspossibletolearnaboutthoseproductsandtheirconsumers. Theteamwascomprisedofpeoplefromproductdevelopment,finance,sales,market research,andmarketing.Theyidentifiedoutsidesupplierstocreate,manufacture,anddistribute theproductsandtomanageinstoretests.Theyrentedatownhouseasabasefortheteam inthe testmarket,establishedtheirownsetsofcommunicationanddecisionpractices,laidouttheir plansandtimelines.Andtheywenttowork,pickingupsomeearlywinsalongthewayand adjustingteammembersrolesasappropriate. TheresultwasthattheywentfromMakeithappentotwelvenewproductsontheshelf inundersixmonthsfasterthananybodythoughtpossibleatProcter&Gambleatthattime. Fourofthetwelvetestproductswereexpandedintosuccessfulbusinesses.Furthermore,whatthe teamlearnedabouthealthconsciousconsumersmadeabigimpactbothonthebalanceofthe PuritanbusinessandonotherProcter&Gamblebusinesses.Better thananybodythought possible! How?Why?Inessence, theleaderandhisteamdideverythingtheyweresupposedtodo inthefirst100days. Thenewleaderhadaplanforhittingthegroundrunning.Hegotstarted workingwithkeypeoplebeforeDayOne.Andhefocusedongettingtherightpeopleonhisteam, alignedaroundoneburningimperativethroughout.

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HowtoQuicklyBuildaHighlyEffectiveTeamorOrganization:TheCorePrinciples: Wearegoingtotakeyouthroughastepbysteponboardingprocessthatcanbefollowed byleadersateveryleveltodeliverbetterresultsfaster.Paradoxically,thebestwaytoacceleratea transitionintoanewleadershiproleistopauselongenoughtothinkthroughandputanon boardingplaninplace. Herearethethreemainconceptualframeworksunderpinningtheonboardingplan: 1. Highperformingteamsandorganizationsarebuiltof people,plans,andpractices alignedaroundasharedpurpose. 2. TacticalCapacitybridgesthegapbetweenstrategyandexecution,ensuringthata good strategy doesntfailbecauseof badexecution. 3. FivebuildingblocksunderpinateamsTacticalCapacity:aburningimperative,key milestones,earlywins,gettingtherightpeopleintherightroles,andshapingthe culturewithanongoingcommunicationplan.

Figure1.1 CoreFrameworks

3 1PeoplePlansPracticesP

Anorganization ora teamsperformanceisbasedon aligningitsPeople,Plans,andPractices 3 aroundasharedpurpose P . ThisinvolvesgettingtherightPeopleintherightroles,gettingclarity aroundthestrategiesandactionstepsincludedin Plans,andgettingPracticesinplacethatenable peopletoimplementtheplansinasystematicandeffectiveway.

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2TacticalCapacity TacticalCapacityisateamsabilitytoworkunderdifficult,changingconditionsand translatestrategiesinto tactical actionsdecisively,rapidlyandeffectively.Itistheessentialbridge betweenstrategy andexecution.Incontrasttootherworkgroupsthatmoveslowly,withlotsof directionandmostdecisionmakingcomingfromtheleader,highperformingteamsempowereach membertocomeupwithandquickly implementcriticalsolutionstotheinevitableproblemsthat ariseonanongoingbasis. Theybuildonstrategyandplanswiththerightpeopleandpracticesto implementeverevolvingactionsthatwork. Youhaveseenthisyourself.Youhavebeenonteamswithmembersthatoperateinloosely connectedsilos,incapableofactingwithoutspecificdirectionfromabove.Theymayknowthe strategy.Theymayhavetheresourcestheyneed.Butanyvariationorchangeparalyzesthem. Incontrast,agreatexampleofTacticalCapacityatworkwashowNASAteammembers cametogetherduringtheApollo13crisis. RightfromHouston,wevehadaproblemthe teamreactedflexiblyandfluidlytoadramaticandunwelcomenewreality acripplingexplosion enroute,inspace.Theywentbeyondtheirstandardoperatingproceduresandwhattheir equipmentwasdesignedtodotoexploringwhatitcoulddo.Throughtight,onthefly collaboration,theteamdidinminuteswhatnormallytookhours,inhourswhatnormallytook days,andindayswhatnormallytookmonths.Thiswascriticaltogettingthecrewhomesafely. Ifyourelucky,youvebeenon teamswhereactionsandresultsflowwithgreatease,where teammembersknowwhatisreallyrequiredandsupporteachotherinmakingthosethingshappen. ThoseteamshaveTacticalCapacity. Heresamouthfulofjargon,butitsimportant:TacticalCapacityisbuiltonthealignment ofPeople,Plans,andPracticesaroundasharedpurpose.Asthenewleader,itsyourjobto orchestratethisalignment.Youmustconvincekeypeopletoturnasharedpurposeintoaburning imperativeandgetwidespreadbuyinforitbycommunicatingconstantlywiththeteamand broaderorganization.Aburningimperativeistheantidotetosilosanddepartmentsthatdont cooperate.TacticalCapacityisnotonlyabouttheteambeingabletorespondquicklytochanges inexternalcircumstances,italsoisaboutteammembersworkingwellwitheachotherinsupport oftheteamsburningimperative. 3 BuildingBlocksofTacticalCapacity ThegoodnewsisthataleaderinanewrolecanbuildTacticalCapacityintotheirteam quicklybyimplementingfivebuildingblocks: GetbuyinfortheoneBURNINGIMPERATIVE Usekey MILESTONEStodriveteamperformance Investin EARLYWINStobuildteamconfidence GettherightpeopleintheRIGHTROLES Shapetheteam CULTUREwithanongoingcommunicationcampaign

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TheNASAteamdealingwiththeApollo13goteachofthesefivebuildingblocksinplace, allowingittoreactwithTacticalCapacityofthehighestorder: 1) TheteamsmissionchangedfromgoinguptothemoontocollectrockstotheoneBurning IMPERATIVEofgetthesemenhomealive.Thiswasgalvanizingenough(asaburning imperativemustalwaysbe)totranscendallpettyissuesandfocuseveryonesefforts. 2) TheteamsMILESTONESwereclear:turntheshiparound,preserveenoughenergyto allowareentry,fixthecarbonmonoxideproblem,survivetheearthsatmosphere,etc. 3) Thecarbonmonoxidefixkepttheastronautsalivetemporarily,andwastheEARLYWIN thatmadetheteambelieveitcouldgetthecrewbacktoearthsafely.Itgaveeveryone confidence. 4) Everyonewasworkingwiththesameendinmind.Buttheywereworkingindifferentand essential ROLES. Onegroupfiguredouthowtoturnthespaceshiparound.Anothergroup fixedtheoxygenproblem.Anotherdealtwiththereentrycalculations.Andthesparecrew didwhateverittook.Theywereallworkingtogether,withoutgettingineachothersway. 5) TheCULTUREhadbeenstrong.Buteveryoneswordsandactionsreinforcedthemessage thatfailureisnotanoptionthroughouttherescuemission. Eventhough mostnewleadersdonotjumpintoasituationasurgentasApollo13,in todaysenvironment,almostallleadershiptransitionsarehotlandingswherethey musthitthe groundrunningtohaveachanceofsucceeding.Veryoften they willneedtofix something,fast. Sometimesthey andtheirteammayhavetoreactthatquicklytochangingsituations.Sometimes they willhavemoretimetoplan.Fortunately,thisisthecaseinmostonboardingsituations. They willhaveatleastafewdaystocreate anonboardingplan if they getaheadstart. The100DayActionPlan Herearethestepsinour onboardingprocess:

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Start BEFOREDayOneespeciallywith thebossandKeyStakeholders Howdonewleaderstakecharge,buildtheirteam,andgetgreatresultsfasterthan anyonethoughtpossible?Theycheat.Seriously,they createtimebystartingearlierthananyone thought they would.Keystepsforthisgoldentimebetween acceptanceandstartinclude: IdentifyingKeyStakeholdersup,acrossanddown Managingpersonalsetup Conductingprestartmeetingsandphonecalls Gatheringprestartinformationandlearning Planningthefirst100days Prestartmeetingsandphonecallsareagreatchancetojumpstartrelationshipsandgetatlearning, expectations,andimplementation. DecidehowtoENGAGE thenewcultureAssimilate,Converge&Evolve,orShock Bechoicefulabouttheentryintoanorganization,usinganACESmodeltodetermine whethertoAssimilate,Converge&Evolve,orShockitatthestart. Leadersneedtomakethis choicebeforethey walkinthedoorbecauseitwillchangetheirapproachtoDayOne. Takecontrolof DAYONEMakeapowerfulfirstimpression Everythingcommunicates.And,atthestartofanewrole,allcommunicationismagnified. Thus,itisessentialtobeparticularlychoicefulabouteverythingthenewleaderdoesandsaysand doesntdoanddoesntsay andinwhatorderandtowhom they doorsaythem.Thatswhy the newleader,andonlynewleader,hastobeincontrolofthefirstimpressionsthey makeonand aroundDayOne. GetBuyinfortheOneBURNINGIMPERATIVEandcreatethenewstrategy (byDay30) TheBurningImperativeisthecornerstoneofTacticalCapacity.Everythingpivotsoffa teamsmission,vision,andvalues.Forthisandthenewstrategytodriveeverythingeveryone actuallydoeseveryday,theymustbetrulyshared.Getthemcreatedandboughtintoearlyon eveniftheyreonly80%right. Theleader,andtheteam,willadjustandimprovealongtheway. Butdontletanythingdistract them fromgettingthisinplaceandshared. Usekey MILESTONEStodriveteamperformance(byDay45) TherealtestofahighperformingteamsTacticalCapacity liesintheformalandinformal practicesthatareatworkacrossteammembers.TacticalCapacityrequiresthatsignificantleeway bebuiltintothosepractices.Useaflexibleteambasedmilestonemanagementpracticetobuildin nuances,insight,monitoring,andcollaboration. Investin EARLYWINStobuildteamconfidence(byDay60) Earlywinsareallaboutcredibilityandconfidence.Peoplehavemorefaithinpeoplethat havedelivered. Itsimportantforthenewleadersbosstohaveconfidencein them. Its importantfor teammemberstohaveconfidencein thenewleaderandinthemselves.Earlywins fuelthatconfidence.Tothatend,identifypotentialearlywinsbyday60anddeliverthembythe endof thefirstsixmonths.

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GettherightpeopleintherightROLES(byDay70) Supportpeoplethatareintherightroleandperformingwell Movepeoplethatareinthewrongroleandperformingpoorly Investinpeopleintherightrolebutnotperformingwell Evolvetonewrolespeopleinthewrongroleandperformingwell ShapetheCULTUREwithanongoingcommunicationcampaign(throughout thefirst100days) Maptheexistingcultureandcoalitions.Thendeployanallout,multimedia communicationcampaignoveranextendedperiodtoshapeandevolvetheculturetowhereit needstobe.Doingthisrightrequiresalotofeffort.Thepayoffisbothhugeandlasting. ADJUSTtotheinevitablesurprises Itisessentialtomonitorthesituationovertime.Identifyandclassifysurprisesimpactas majororminor,enduringortemporaryandbereadytoreactasappropriate.Formajor,enduring changes,redeployand/orrestart.Formajor,temporaryevents,followthebasicflowofprepare understandplan implementrevise/prepare.Andmanagecommunicationrelentlessly. AVOIDthemostcommonmistakes Avoidsteppingonsevencommononboardinglandmines: 1) ORGANIZATION:Lackofawinningstrategyorinability toimplementthatstrategy 2) ROLE:ExpectationsandresourcesorKeyStakeholdersnotaligned 3) PERSONAL:Gapsinindividualsstrengths,motivationorfit 4) RELATIONSHIP:Failingtoestablish/maintainkeyrelationshipsup,acrossordown 5) LEARNING:Situation,Customers,Collaborators,Capabilities,Competitors,Conditions 6) DELIVERY:Failingtobuildahighperformingteamanddeliverresultsfastenough 7) ADJUSTMENT:Notseeingornotreactingtosituationalchanges BUILDloyalty,trustandcommitment Greatleadersfocusmoreontheirfollowersthanonthemselves.Themoretheysacrifice forthebenefitoftheirfollowers,themoreloyaltheirfollowersaretothem.Leaderslikethatare aroundtoday.Theyareeasytospot.Theyaretheonespeoplearefollowing. ______________________________________________________________________________
GeorgeBradt,JaymeCheckandJorgePedrazaareprincipalsof PrimeGenesis, anexecutive onboardingand transitionaccelerationgroupthathelpsleadersinnewandchallengingpositionsdeliversustainablybetterresults fasterandreducetheriskoffailure.Itsexpertspecialistsprovidehandsonfacilitationofpracticaltoolsbasedontheir ownseniorlinemanagementandorganizationaldevelopmentexperiencewithleadingcompaniesaroundtheworld. TheresmoreaboutthemandPrimeGenesisat www.primegenesis.com.

TheNewLeaders100Day ActionPlan waspublishedby JohnWiley &Sons,NewYork, inApril,2006.

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