Your First 100 Days of Leadership – Setting the Stage for Excellence

Recently, I’ve connected with four individuals transitioning into new leadership roles. In three cases, they are now leading colleagues they previously worked alongside. In two cases, the selection process included a formal presentation of a “first 100 days of leadership plan.” In the other two cases, I strongly advised that they map one out.

Why 100 days?

There’s nothing magical about the number . . . other than it’s a nice round number that roughly equates to four or five months (depending on how you count your days, or whether it is a leap year). This is the block of time where a certain amount of leeway is provided for a new leader to get their footing, learn about the organization, establish relationships, convey key messages, and build a team. Of course, there are degrees of leeway, and the grace period may be significantly shorter than that in some cases.

Generally, the leader arrives having been affirmed through a selection process. People are eagerly anticipating a new chapter and there is a concerted effort on the part of everyone to make a positive first impression. During those 100 days, expectations often shift towards more specific goals, decisions to be made, and actions to take based on the established direction. People have started to crystallize their first impression, for better or worse, and share it with their colleagues. Sometimes the descriptive phrase “the honeymoon is over” gets uttered for the first time.

Leaders who choose to wing it, go with the flow, and trust their instincts miss out on a valuable chance to positively shape their leadership path and increase their chances of success.

Done well, there is a real opportunity in those first 100 days of leadership to set the tone, build the foundation, and create a rhythm of expectancy that can powerfully influence direction and outcomes for the foreseeable future. Taking the time and having the discipline to act on a well-crafted, intentional plan can make all the difference. Leaders who choose to wing it, go with the flow, and trust their instincts miss out on a valuable chance to positively shape their leadership path and increase their chances of success.

There has been much written about the topic and there are many helpful templates available to assist in the creation of an effective plan for the first 100 days. Many of those options are just a few clicks away, but I recommend considering these guiding principles to help you adapt whichever template or approach feels right for you and your current situation.

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Guiding Principles for Your First 100 Days of Leadership Plan

Commit to being a proactive, intentional leader right out of the gate

The plan’s primary purpose is to act as a reference document that establishes and communicates a sense of purpose and intention. Disciplined, effective leaders do their homework. They develop a hypothesis about what merits attention and needs to be prioritized.

Undisciplined leaders are prone to chasing their tails as they fall prey to whatever is deemed to be the most immediate, urgent pressure point (“problème du jour” leadership). Effective leaders should model and practice thoughtful, proactive, and informed planning and execution. This is the reason behind developing a plan for your first 100 days.

Focus on activities that prioritize listening and learning

One of the most important resources in a leader’s quiver is honest, candid feedback and insights that give an accurate picture of what is happening in the organization. Be mindful that this is such an important opportunity to show others that you can value, listen to, absorb, and process their thoughts.

You will have plenty of time later to share your thinking and get your ideas on the agenda. Be curious, ask questions, build relationships, show interest . . . and listen, listen, listen. Make psychological safety and a high capacity for candor a priority.

One of the most important resources in a leader’s quiver is honest, candid feedback and insights that give an accurate picture of what is happening in the organization.

Ensure that the plan includes concrete actions and benchmarks

This will hold you accountable and that translates to reportable progress. Soon enough, your schedule of must-dos, regular meetings, and expected deliverables will become apparent and will drive your planning. This is a time when things are still a bit of a mystery, and you want to make sure you’re not just waiting for everything to come to you. Be proactive, set an agenda, and gain the confidence of those who rely upon your leadership. Show them that you are a person of action, ready to take on the challenges of the new position.

This priority should consider what was said in principle number two. Your actions should focus on listening and learning – not on a massive overhaul. Having said that, as soon as you can discern a pressing need or see any low-hanging fruit, act quickly to find something that can be improved. Never underestimate the disproportionate positive impact of a quick win.

Talk about your plan to others

Before you share any part of the plan internally, run it by a trusted advisor or mentor to see if it resonates, communicates the right messages, or is missing anything. Once you commit to your plan, be open to sharing it judiciously with those inside the organization. People around you are eager to learn about your thoughts, what you’re all about, and how you come across. This is a great way to share your initial thoughts, ideas, and priorities that form the substance of your leadership. It also offers an important opportunity to show that you can be relied upon to deliver what you promised.

Once you commit to your plan, be open to sharing it judiciously with those inside the organization.

As you discuss your first 100 days of leadership plan, do so with both confidence and humility. Have confidence in the practice as foundational to effective leadership, and humility to learn and adjust the plan based on new information or on-the-ground realities. Be decisive in charting a course and nuanced enough to make mid-course corrections. This also offers a chance to model vulnerability – by talking equally about successes and learning opportunities along the way.

Remember that this is a “pencil plan”

A pencil plan is a living document. Keep a pencil handy (with an eraser) to make changes, additions, or notes as you learn along the way. In your notes, keep track of your onboarding experience. What was frustrating, what was helpful, and how could you improve your successor’s experience when you move on to your next opportunity?

For example, was setting up IT, payroll, and HR easy? Could you easily access policies, procedures, personnel files, and the strategic plan? Did you have ready access to meeting notes and your predecessor’s files? Where are the opportunities to ensure a streamlined, effective onboarding experience?

Above all else, have fun and use this valuable resource to inform your second 100 days. I have yet to meet anyone who said to me, “What a waste of time that was . . . I wish I hadn’t taken the time to map out a plan for my first 100 days!”