The first 100 days in a new role plays a pivotal role in the start of our next managerial career. But it is also a period of increased pressure on learning new things as well as on our emotions. Our mood often jumping from high confidence to serious doubts about our abilities.
What to prepare for
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Time pressure,
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increased pressure on learning,
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overload by immediate "fire fighting" priorities
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need to build new relationships and networks,
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dealing with problems inherited from our predecessor,
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challenges associated with inherited or newly built team and difficult personnel decisions,
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mistakes caused by not knowing the corporate culture,
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sStriking for balance between too slow and too fast progress.
How to handle
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You have to get rid of your old role, otherwise you end up with doing two jobs - both of them wrong.
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Keep yourself physically and mentally fit. Be careful about eating healthy and getting enough sleep.
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Find out which of the challenges mentioned above affect you most.
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Build a clear profile of your role, organization and market. Take it as a SWOT analysis (a list of strengths, weaknesses, opportunities and threats).
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Build a two-year plan of your role and write down your priorities for the first 12 months. Only then you can start writing your plan for the first 100 days.
Divide the plan for the first 100 days into parts after 30, 60 and 90 days. Instead of short points expressing what to do, write the expected outcomes. Determine your objectives so that they are achievable.
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