June 5, 2015

100 days


Those famous first 100 days of any new administration – no matter whether it’s middle, senior or national management – set the tone for everything that follows.

Coming in from the outside, most managers have preconceived ideas about immediate priorities and direction of travel. The smart ones still take a little while to get their knees under the desk – enough time to meet everyone and work out the topography.

Acting too fast disrespects past decisions, risks oversimplification and always always makes people feel sidelined – none of which is good if you’re trying to build confidence, bring people with you and improve teamwork.

Measured consideration is a good use of the first month or three for any outsider. For someone promoted from inside, the clock ticks faster.

Companies are like small towns. Everyone knows what’s going on, the challenges, the shirkers. A newly promoted manager does’t need 100 days to to learn this stuff.

They still get 100 days, but now it’s about showing their kind of leadership. Inclusive, dictatorial, prevaricating, decisive, fair, partial, closed, optimistic?

Doesn’t matter what you say, people get to make up their own minds and it’s always based on the how of what you do. How you run meetings, how you deal with set-backs, how you change course, how you act.

Skippy Strategy: Look anyone in their first 100 days. How would you act differently?