100 Days In New Management Role

You just joined a new company in a senior management capacity. What to do? You want to make a mark. You want to show who is the boss. You want to show the team you are the right choice. You want to be seen as a decisive and fair leader. You want to show that you are bringing value. You want to justify to the other managers at the company that you being hired rather than them being promoted was the right thing. And you want to show to your boss that he made the right call hiring you.

So how do you do all of that? Have a plan! As the 6P rule goes (Perfect Prior Preparation Prevents Poor Performance), do your homework and have a clear plan on what you want to achieve over the first hundred days. Share this plan with your new boss and even with the team and follow through.

Day 0 (Before you even start)

The higher the position the more preparation is needed since you are expected to hit the ground running. You don’t want to show up on the first day and have no clue what the company culture looks like, what the major challenges are, what the expectations from you are, what the industry looks like, who the customers and main competitors are, and what questions you should ask. You don’t want to be seen as ignorant the very first day on the job. First impressions die hard. You don’t need to know every single detail, it would be too difficult for an outsider to discover anyway, but you need to understand the major themes. Before you even start you should:

  • Meet with your future boss to understand your mission, why you are being brought on board
  • You need to research the competitive landscape and understand the business at the level any outsider can
  • You need to know how the company is doing, what its mission is what it claims to stand for (you will have opportunity to verify these when you start)
  • If possible you should also ask around and research what the customers and former employees say about the company
  • And you need to prepare a couple of ready to deliver speeches about who you are, why you are here, what you believe in, and why people should listen to you since you need to be setting some expectations from day one

Day 1 – 40 (Listen & Understand)

The very first day is the day when your listening journey starts. The first weeks on the job needs to be for you to understand the company and the people you will work with. You already have some understanding from your previous research but now you can dig into details. So what are the key things to do in the first forty days?

  • Meet with your management team and every single team member (if the team is small enough) or at least with key employees (if you are heading a large organization), listen and understand various aspects of the company, its mission, culture, values, and who is on board
  • Meet with representatives from other departments to understand what their roles are, how your team fits the picture, and to start building relationships
  • Meet with key partners, vendors, 3rd parties and understand the relationships
  • Spend time with a person who formerly held the job, or someone who is at similar level in the company to understand the history and expected future
  • Clearly define the role with your boss and understand what are the boundaries and communication channels between various groups
  • Sit with your boss and agree on performance goals for the first year (or whatever timeframe makes sense for the company’s business model)
  • Build relationships with all key stakeholders (employees, management, partners, customers)
  • Identify strengths and weaknesses of the organization that will help you formulate your next actions

Day 41 – 100 (Strategize & Set expectations)

You have a long list of meetings behind you. You have heard the points of view of all the key stakeholders. You have an understanding of how the company operates, what are the core values, and hopefully, have a good grasp on how things are being done. Now is the time to set up a plan:

  • Review the current performance plans and formulate strategy going forward
  • Identify the biggest opportunities both in the market as well as for internal improvement
  • Develop a SWOT analysis (or whatever framework you decide to use to clearly state your views of the company or department) and compare with current thinking of the management team
  • Decide what are we going to bet on and what are we going to cut (this is always the most difficult decision since most likely you wouldn’t be able to do everything and you need to keep yourself and the team focused on what matters the most)
  • Agree on values and culture we are trying to create and point out what values you believe the company lives based on the interviews you had with the employees (more on this in You Can’t Lead Without Values And Principles)
  • Start working on plugging holes in the team (if any) to support the strategy
  • Set the tone (leadership style) and clearly articulate the expectations you have from the team
  • Establish credibility and acceptance by the organization by leading by example and generally behaving in a trustworthy manner (more on this in Trust And Credibility Beats Vision And Strategy)

Day 100+ (Execute)

Your hundred days passed. Now you should be in full execution mode. But before you get to the day to day nitty gritty work you probably want to close the onboarding loop with couple more action items:

  • Review the 100 days with your boss
  • Review organizational structure, make changes as needed and put together developmental plans for the team aligned with strategy
  • Create sense of urgency (I know it is not a popular term, so call it whatever you wish but just make sure that everyone in the organization is focused on helping the company achieve its goals) and execute on the strategy agreed

I know that the list is hardly comprehensive and is prone to change due to specific circumstances related to the role in question and the company. I have originally put the list together when asked how the first hundred days as a CEO should look like. When I look at it now, I feel it is relevant enough for most of the management roles. What will differ is the depth and details into which you will want to dive. The key takeaway is that “listen and understand” is more important than “having a quick impact” unless you are being brought in for a turnaround situation.

 

What is your approach to getting oriented in a new role? What are the priorities for the first 100 days and how does it differ with seniority? Do you believe it is more important to “have a quick impact” or to “listen and understand”?

Originally posted at LinkedIn.

Don’t Panic Rule Of Leadership

“In many of the more relaxed civilizations on the Outer Eastern Rim of the Galaxy, the Hitchhiker’s Guide has already supplanted the great Encyclopaedia Galactica as the standard repository of all knowledge and wisdom, for though it has many omissions and contains much that is apocryphal, or at least wildly inaccurate, it scores over the older, more pedestrian work in two important respects. First, it is slightly cheaper; and secondly it has the words DON’T PANIC inscribed in large friendly letters on its cover.”

You may have recognized the quote from Hitchhiker’s Guide to the Galaxy written by Douglas Adams. I love the book and the words “Don’t panic” somehow stuck with me. It may come from comedy science fiction genre but it has so much meaning in everyday life of a leader.

Society that enjoys panicking

Human beings just love panicking. It has been encoded in our brains for eons. If something surprising, unexpected, or unknown comes, the first reaction is to fight or flee. It is a matter of survival. Unfortunately, we carry this reaction with us also to workplace. Someone gives you a harsh feedback, sends you an agitated email, or mentions an unpleasant rumor and your first reaction is to over-react. Fight or flee. You immediately believe the worst possible outcome. You immediately see the others around you in the worst possible way. In your mind, they have the worst possible intentions. They have no skills, no honor, they are here to take advantage of you, and they care only about themselves. You are the hero that has to “do something” immediately or the world will end.

Don’t react, but respond

Luckily, the nature has expanded the brain over the years and aside of the limbic system responsible for your survival instincts it provides you also with a neocortex that allows you to dissociate yourself from the situation, step on a higher ground and think before you act. You don’t need to react in a given situation automatically under the influence of environment. You can chose to respond on your own terms.

There are couple of components you need to understand before you decide to respond. These components will inform you and let you make the right decision with clear mind and without emotional attachment. You should ask yourself:

  1. Do I understand the whole picture? – This is an obvious question. Let me illustrate on a simple example. You just got an email where the sender trashes work of bunch of other people on the team. It essentially states that the whole project the team works on doesn’t make sense, is done badly, the participants are incompetent, and at the end questions why we would spend so much money on it. What triggered that email? It was a simple request for final review of a document the team worked on. The document itself is quite fine. There are few sentences to change, but ultimately it shows a solid work of the team. So why such a violent reaction? If you would react just on what the email says you would delete the document, start from scratch, or even look for a new team. Obviously, you don’t have the whole picture. The reaction is not about the document. It is about something else. Before you chose to respond, you need to understand what you are responding to.
  2. Do I understand the emotions involved? – It is not only about facts. It would be great if the business was just about facts, but it is not. Businesses are run by people and people have emotions. People have needs, and cares, and dreams, and worries. You need to understand those before you respond. Who are the people involved in the particular incident and what are their motivations, and what emotions are involved? Maybe the person is not after your job but is worried about his own. Maybe the person yelling at you is not angry with you but was just yelled at by angry customer, feels deeply frustrated and you are just an innocent bystander who takes the heat. I strongly believe that people in their heart want to do the best job possible. They care not only about themselves but also about the others. We all want to be loved, respected, being taken seriously. When we act with hostility, it usually means we feel that either we, our reputation, believes, or values are being threatened.
  3. Do I understand my own emotions? – Now comes the most important question. If you react under the influence of fight or flee instinct you don’t understand why. You just act. You may act in a way that you will regret later since it may not solve the problem but may add up to it. If you chose to respond it means you also reflected on your own emotions. You understand not just the facts, but you also realized the emotions involved and what triggered your own reaction. You may feel angry with the person, not with the situation. You may believe that the person is attacking you and you are defensive, even though it may not be about you. To understand your own internal reaction and being able to step back and clear your own emotions before responding is the critical part of not panicking rule.

After you have successfully answered the questions above you can finally respond. But do you need to? Is your response actually needed? Very often, we feel the need to respond even when no response is sought or expected. We just want to be heard and forget to ask ourselves whether we have something useful to say. Sometimes no response or just a quiet acknowledgement is all what is needed.

When you finally decide to respond keep in mind this one basic question that allow you to defuse potentially disastrous situations where emotions run high: What do I want the outcome to be for me, for the other people involved, for the common goal, and for our mutual relationships?

Leaders don’t panic

Being a leader doesn’t necessarily mean you have to contribute to every single conversation or that you have to solve every single problem. It means that you are the calm harbor in the midst of storms. You are here to lead by example, to set the tone that things are under control and they are not that bad, as they seem to be. You are here to keep focus of the team on the end goal and not get distracted along the way by relatively unimportant issues. And if you want to know more about keeping cool under stressful conditions you may want to read Leadership In The Age Of Duck.

So next time you are confronted with new unpleasant situation, or feel like you are getting angry, just stop. Step back, think about the facts, try to understand the whole picture, don’t make assumptions, and don’t try to mind read others. Rather think about your own motivation, your own emotions, your own reactions, and above all DON’T PANIC.

 

What is your first rule of leadership? How important “staying calm” is for a leader

Originally posted at LinkedIn.