Perry Maddox explains how to approach the critical first 100 days of a CEO, or any new leadership, role with this great advice from the pros.
In the interview for my new job, one panellist asked me:
“What will you do in the first 100 days on the job?”
A great question, and my reply was simple.
“Nothing.”
To a few surprised faces, I explained that this is a very strong organization with very capable people, and something’s clearly working already.
If anything, I suggested that they not trust a candidate who answered with a plan already in hand for the first 100 days of a CEO role.
Wait, Wait… the Plan is Nothing?
Forcing early action is a big risk for new leaders.
We have so much to learn about a new organization, its people, work, culture and partners. You name it, loads to learn.
So how arrogant would you have to be to launch a 100 day plan… on day 1?
To be fair, I’ll be far busier than “nothing.” Busy learning and getting to know our people. Busy balancing an on-boarding process with the need for the organization to keep delivering vital work. So it’s not nothing. It’s more like a moratorium on big decisions, changes or actions at first.
Apart from learning, though, what do new leaders need to do to be successful? That’s the question I put to thousands of diverse leaders, coaches, CEOs, and professionals.
Here’s what I learned.
Top Advice for the First 100 Days of a CEO, or Any Leadership Role.
Five themes came out clearly from these diverse experts.
- Be Curious. “That you asked this question is why you’ll succeed,” noted one respondent. Learning comes first, so seek to understand. Let this be a joyful, curious period. Of learning not just what the new team does and how they work, but also why they do it the way they do. Learn why things are done as they are and why your team gets out of bed in the morning. Build this understanding before the detail pours in.
- Be the Real You. “Share your passion,” shared one expert. Yes, we must listen, learn and adapt to the new teams and culture we are joining. But that doesn’t mean we change or hide who we are, especially as leaders.
Instead, be confident and vulnerable as you start. Confident to be yourself, to tell your story and to share your passion. Vulnerable to admit all you must learn and adapt to in the first 100 days of a CEO role. First impressions matter, so share the real you. - Join the Team. When we join a new organization or team, it is tempting to compare new and old, referring to your last job, former colleagues or lessons learned in the past. That experience is an asset, but not now. Better is to jump into the new team and immerse yourself, getting to know them. Build relationships rather than comparisons. Check your baggage.
- Identify Strengths. As you observe, ask questions and look for what’s working, the successes, and the strengths. Recognize these positive elements. Then ask why and dig deeper. What’s at the heart of their success? The problem-solving can wait. Don’t rush into problems as they will skew your view over the long-term. Instead, find out what makes this group so special. Identify, affirm and celebrate what’s working. Build from abundance.
- Enjoy It & have Fun. Think about it. How often do we change jobs? Get to unashamedly learn at work? To meet a whole new world of people? Before the pressure kicks in, make space to enjoy the journey. You new team will enjoy it too when you do.
Rock the First 100 Days of a CEO – or any Leadership – Role.
Take your time and get to know the new organization and context.
It’s good advice, but the problem is that most leaders never get the opportunity.
Whether it’s a lack of an onboarding plan (happens all the time, friends) or a crisis breaking, within days, if not hours, something with arise that demands a CEO view or decision.
And that’s our tension, to lead while learning. To defer to others while getting to know them. To carve out the space to learn even as we’re pressured to start working.
Nobody said this was easy, and I’ve studied leadership enough to see many leaders flame out in these early days. But also I’ve seen plenty more flourish, build relationships and grow because they knew that:
Leaders must be learners
That’s my 100 day plan.
2 Comments
this is true; this is the advise I give most of the leaders; it is important leaders invest time in understanding the organisation and than rushing into solution mode, with an assumption that they are there to solve everything without recognising that the organisation has survived so many years, there is should be many things which has worked.
It’s the epitome of arrogance, isn’t it? As ever, you’re all over what good leadership looks like!