Available October, 2011 - PrimeGenesis Executive & Team ... · PDF fileChecklist PART III ......

Bradt, Check, Pedraza – The New Leader’s 100-Day Action Plan Exec Sum - 6/11/11 - page 1

AvailableOctober,2011


ContentsPrefacetotheThirdEdition–9Acknowledgments–12IntroductionAnExecutiveSummaryoftheOnboardingProcess–13PARTIBecometheBestCandidatefortheJobChapter1PositionYourselfforaNewRole–30 Tool1.1BRAVEPreferences Tool1.2Five‐StepCareerPlanChapter2SellbeforeYouBuy:AnswertheOnlyThreeInterviewQuestions–45 Tool2.1NegotiatingPrepandGuidelinesPARTIIDiscoverYourNewRole:It’sAlwaysMoreThanYouThinkItIsChapter3MapandAvoidtheMostCommonLandMines‐59Chapter4DoYourDueDiligencebeforeYouAccepttheJobOffer‐71 Tool4.1RiskAssessmentChecklistPARTIIITakeControlofYourOwnStartChapter5ChoosetheRightApproachfortheBusinessContextandtheCultureYouFace‐87

Tool5.1ContextAssessmentSheetTool5.2CultureAssessmentSheetTool5.2bBRAVECultureAssessmentTool5.3ContextandCulturemapTool5.4Contributor/WatcherMap

Chapter6EmbraceandLeveragetheFuzzyFrontEndbeforeDayOne‐107

Tool6.1100‐DayChecklistTool6.1b100‐DayChecklist—Sample:NewCompany‐HeadofMarketingTool6.2StakeholderMapTool6.3OnboardingConversationFrameworkTool6.4RelocationChecklist

Chapter7TakeControlofDayOne:MakeaPowerfulFirstImpression‐138

Tool7.1DayOneChecklistTool7.2NewManager’sAssimilationSession

Chapter8MotivateandFocusYourTeamwithOngoingCommunications(IncludingSocialMedia)‐152

Tool8.1BroaderStakeholderMapTool8.2CommunicationGuideTool8.3CommunicationCampaignMilestones


PARTIVImplementYour100‐DayActionPlanChapter9EmbedaBurningImperativebyDay30‐176 Tool9.1BurningImperativeWorkshopToolChapter10ExploitKeyMilestonestoDriveTeamPerformancebyDay45‐187 Tool10.1TeamMilestonesChapter11OverinvestinEarlyWinstoBuildTeamConfidencebyDay60‐197 Tool11.1TeamCharterToolChapter12SecureADEPTPeopleintheRightRolesandDealwithInevitableResistancebyDay70‐206 Tool12.1Performance/RoleMatchChapter13EvolvePeople,Plans,andPracticestoCapitalizeonChangingCircumstances‐221AppendixesAppendixIDeploySixBasicElementsofLeadership–229AppendixIICompleteaSituationAssessmenttoInformYourPlan‐235

ToolA2.15CsSituationAnalysisGuidelinesToolA2.2SWOTForm

AppendixIIILeverageThese15SecretstoBecomeaGreatCommunicator‐241

ToolA3.1CommunicationPlanningToolToolA3.2PressInterviews

AppendixIVBringMoreDisciplinetoYourStrategicPlanningProcess‐249AppendixVManagePeopleandPracticeswithStandardizedProcessesthatArePublicandVisual‐255 ToolA5.1RoleScopeAppendixVILeadingWhenYouWerePromotedfromWithinorInternallyTransferred‐264 ToolA6.1AnnouncementCascadeChecklistAppendixVIILeadingaDepartment/TeamMerger,Reorganization,orRestart‐280AppendixVIIITheInternationalManager:AdaptingandBuildingTrustWhenYou’reaForeigner‐282AppendixIXLeadingthroughaCrisis:A100‐HourActionPlan‐285 ToolA9.1100‐HourActionPlanforCrisisManagementAppendixXOnboarding:HowOrganizationsandSupervisorsCanDramaticallyBoosttheOddsofaNewLeader’sSuccess‐295


AppendixXISample100‐DayActionPlans‐306Tool6.1b100‐DayChecklist—Sample:NewCompany—HeadofMarketingTool6.1c100‐DayChecklist—Sample:PromotedfromWithinfromComptrollertoCFOTool6.1d100‐DayChecklist—Sample:NewCountryManager—France

References–313AbouttheAuthors‐315Index


Introduction

AnExecutiveSummaryoftheOnboardingProcessAreyouaveteranCEOtakingthereinsofyournextorganization?Orstartinganewroleasafrontline

supervisor?Orareyoustartingtoplanaheadforsuchatransition?Whetheryouarejoininganneworganizationfromtheoutside,gettingpromotedfromwithin,hittingare‐startbuttonwithyourexistingteam,ormappingoutfuturepossibilities,TheNewLeader’s100‐DayActionPlanwillhelpyoumanage

yourleadershiptransitionsoyoucantakecharge,buildyourteam,anddeliverbetterresultsfasterthananyonethoughtpossible.

““We’vefoundthat40percentofexecutiveshiredattheseniorlevelarepushedout,failorquitwithin18months.It’sexpensiveintermsoflostrevenue.It’sexpensiveintermsoftheindividual’s

hiring.It’sdamagingtomorale.”

—KevinKelly,CEOofexecutivesearchfirmHeidrick&Struggles,discussingthefirm’sinternalstudyof20,000searches.1

Whatdothesefailedleadersnotknoworsee?Whatdotheynotdo?Whycan’ttheydeliver?Inmostcases,theydigtheirownholesbymissingoneormoreofthecrucialtasksthatmustbeaccomplishedin

theirfirst100days.Somedon’tunderstandtheimpactoftheirearlywordsandactionsandinadvertentlysendtheirnewcolleaguesthewrongmessages.Somefocusonfindinganewstrategy,but

failtogetbuy‐inandfailtobuildtrustwiththeirnewteam.Somedoalotofworkandexpendalotofenergywithoutaccomplishingtheoneortwothingsthattheirmostimportantstakeholdersarelookingfor.Allareunawareofsomeoftheimportantstepsrequiredtoachieveasuccessfultransition.No

leaderwantsthistohappen;butitdoes,atanalarmingrate.Thiswon’thappentoyou.Notafterreadingthisbook!Let’sstartatthebeginning.

Ourfundamental,underlyingconceptis:

Leadershipisaboutinspiringandenablingotherstodotheirabsolutebesttogethertorealizeameaningfulandrewardingsharedpurpose.

It’snotaboutyou.It’saboutthem—thosefollowingyourlead.Howyousetthedirectionandpriorities

andwhatyoudotoinspireandenablethemisimportant.Butwhatisevenmoreimportantiswhattheyhear,see,believe,feel,andaccomplishtogetherasateam.Leadershipisaboutyourabilitytocreateanenvironmentwhereyourteamcandeliverremarkableresultsandlovedoingit.Effectiveleadership

occurswhenateam’sBehaviors,Relationships,Attitudes,Values,andEnvironment(pertheBRAVEframework)aresynchronizedtoachievethebestresultspossible.

1AsquotedbyBrookeMastersin“RiseofaHeadhunter,”FinancialTimes(March30,2009).


TheChinesephilosopherLao‐tzuexpressedthisparticularlywellmorethanover2,500yearsago:

““Thegreatleaderspeakslittle.Heneverspeakscarelessly.Heworkswithoutself‐interestandleavesnotrace.Whenallisfinished,thepeoplesay,“‘Wediditourselves.’”2

Withthatinmind,wehavedesignedthisbookasanactionplan,withatime‐lineandthekeymilestones

youneedtoreachalongthewaytoaccelerateyourownandyourteam’ssuccessinyourfirstornext100days.Thesefactorsaredistilledfrominsightsgleanedfromourownleadershipexperiencesandfromtheworkofourfirm,PrimeGenesis,whosesolemissionistohelpexecutivesmovingintocomplex

newleadershiproles,aswellastheirteams,deliverbetterresultsfaster.3Youwillreadourownandourclients’storiesthroughoutthisbook(maskedtopreserveconfidentiality).Wehopeyouwillfindthistobeapracticalhandbookthathelpsyouknowwhatyouneedtoknow,seewhatyouneedtosee,anddo

whatyouneedtodotoforyouandyourteamtodeliverbetterresultsfaster.

Overtheyears,wehavenoticedthatmanynewleadersshowupforanewrolehappyandsmiling,butwithoutaplan.Neitherthey,northeirorganizationshavethoughtthingsthroughinadvance.Ontheirfirstday,theyarewelcomedbysuchconfidence‐buildingremarksas:“Oh,you’rehere...we’dbetter

findyouanoffice.”

Ouch!

Someenlightenedorganizationshaveabetterprocessinplace.Ifyouarelucky,youwillbeassociatedwithanorganizationthatactuallyputspeopleinchargeofpreparingforaleader’stransitionintoanewrole.Imaginethedifferencewhenanewleaderisescortedtoanofficethatisfullysetupforher,

completewithcomputer,passwords,phones,files,information,anda30‐dayscheduleoforientationandassimilationmeetings.

Better...butstillnotgoodenough.Evenifthecompanyhasdonethisforyou,ifyouhavewaiteduntil

thismomenttostart,youarealreadybehind,andyouhavestackedtheoddsagainstyourself.Paradoxically,thebestwaytoaccelerateatransitionintoanewleadershiproleistopauselongenoughtothinkthroughandputaplaninplace—andthengetaheadstartonimplementingit.

WestartedPrimeGenesisin2002havingnoticedthedifferencebetweenleaderswhohaveaplan,hit

thegroundrunning,andmakeanimpactontheirfirstday,andleaderswhowaituntilDayOnetostartplanning.Sincethen,wehavecreatedanddeployedasetoftoolsandtechniquesthathelpexecutivesquicklyandeffectivelytransitionintonewleadershiproles.Ourworkwithexecutiveshashelpedthem

andtheirteamsdeliverbetterresultsfasterandreducetheirfailureratefrom40percenttolessthan10percentatorganizationsthatincludingAmericanExpress,Cadbury,Johnson&Johnson,Kraft,Kimberly‐Clark,LexisNexis,MillerCoors,MTVNetworks,Novo‐Nordisk,Pearson,Playtex,TheRoyalBankof

Scotland,andUBS,aswellasnumerousnot‐for‐profitorganizations.

2ParaphrasingtheseventeenthverseoftheTaoTeChingbyLao‐tzu.

3TheAuthorsaresomeofthefoundersoftheexecutiveonboardingandtransitionaccelerationfirmPrimeGenesis


Thecoreprinciplesandtechniqueswedeploytomakeourimpactonseniorleadersaretheonesdescribedinthisbook.TheNewLeader’s100‐DayActionPlanistheplanwehelpexecutivesdevelop

anddeliver.Thetoolsworkforleaderstransitioningintonewrolesatanylevel.Keepinmindthatintoday’sworld,thenext100‐daysarenotgoingtobeanythinglikethelast100‐days.Thus,weareallnewleadersallthetimeandmusttreatthenext100‐daysasthoughtheywerethefirst100‐daysofthe

restofourcareers.Theyare.

Thethreemainideasare:

1. Getaheadstart.DayOneisacriticalpivotpointforpeoplejoiningfromoutsidethecompany.Thesameistruefortheformalannouncementofsomeonegettingpromotedortransferredfromwithin.Inbothsituations,youcanaccelerateprogressbygettingaheadstartandhittingtheground

running.Preparationbreedsconfidenceandalittleearlymomentumgoesalongway.

2. Managethemessage.Everythingcommunicates.Peoplereadthingsintoeverythingyousayanddo,andeverythingyoudon’tsayanddon’tdo.You’refarbetteroffchoosingandguidingwhatothersseeandhear,andwhentheyseeandhearit,ratherthanlettinghappenstanceorothersmake

thosechoicesforyou.

3. Buildtheteam.Thefirst100daysisthebesttimetoputinplacethebasicbuildingblocksofahigh‐performingteam.Youwillfailifyoutrytodoeverythingyourself,withoutthesupportandbuy‐inofyourteam.Asateamleader,yourownsuccessisinextricablylinkedtothesuccessoftheteamasa

whole.

Thesethreecoreideasarebuiltontheframeworksofhighlyeffectiveteamsandorganizationsthatwehavedevelopedandtowhichwe’llreferthroughoutthebook(seeFigureI.1.).It’shelpfultoexplainthemupfront.First,theheadlines:

High‐performingteamsandorganizationsarebuiltofpeople,plans,andpracticesalignedaroundasharedpurpose.

Tacticalcapacitybridgesthegapbetweenstrategyandexecution,ensuringthatagoodstrategydoesn’tfailbecauseofbadexecution.

Fivebuildingblocksunderpinateam’stacticalcapacity:communication,BurningImperative,milestones,

earlywins,androles.


FigureI.1 CoreFrameworks

PeoplePlansPractices—P3Anorganizationorteam’sperformanceisbasedonaligningitspeople,plans,andpracticesaroundasharedpurpose.ThisinvolvesgettingADEPT4peopleintherightroleswiththerightsupport,gettingclarityaroundthestrategiesandactionstepsincludedinplans,andgettingpracticesinplacethat

enablepeopletoworktogetherinasystematicandeffectiveway.Theheartofthisistheorganization’spurpose.Forthattobegenuinelyshared,itmustbemeaningful,clearlyunderstood,andrewardingforeachofthepeoplecontributingtomakeitsaspirationreal.

TacticalCapacityTacticalcapacityisateam’sabilitytoworkunderdifficult,changingconditionsandtotranslate

strategiesintotacticalactionsdecisively,rapidly,andeffectively.Itistheessentialbridgebetweenstrategyandexecution.Incontrasttootherworkgroupsthatmoveslowly,withlotsofdirectionandmostdecision‐makingcomingfromtheleader,high‐performingteamswithstrongtacticalcapacity

empowereachmember,communicatingeffectivelywiththeteamandtheleader(you),tocomeupwithcriticalsolutionstotheinevitableproblemsthatariseonanongoingbasisandtoandimplementthemquickly.Thegoalishigh‐qualityresponsivenessandittakesatrulycohesiveBRAVEteamworktomakeit

happen.High‐performingteamsbuildonstrategyandplanswithADEPTpeopleandpracticestoimplementever‐evolvingandacutelyresponsiveactionsthatwork.

““Itisnotthestrongestofthespeciesthatsurvives,northemostintelligent,buttheonemost

responsivetochange”.”

—AttributedtoCharlesDarwin

4Acquire,Develop,Encourage,Plan,Transition.


Youhaveseenthisyourself.Youhavebeenonteamswithmemberswhooperateindisconnectedsilos,incapableofactingwithoutspecificdirectionfromabove.Theymayknowthestrategy.Theymayhave

theresourcestheyneed,;butanyvariationorchangeparalyzesthem.FEMAactuallyhadrunthedrillonamajorhurricaneinNewOrleansmonthsbeforeKatrinahit.Buttheplancollapsedwiththefirstpuffofwindbecausenoonecouldreactflexiblyandinsightfullytoasituationthatwasdifferentfromwhat

theyhadexpected.

Incontrast,agreatexampleoftacticalcapacityatworkwasthewayNASAteammemberscametogetherduringtheApollo13crisis.Rightfrom“Houston,we’vehadaproblem,”theteamreactedflexiblyandfluidlytoadramaticandunwelcomenewreality—acripplingexplosionenroute,inspace.

Theteamwentbeyonditsstandardoperatingproceduresandwhatitsequipmentwas“designedtodo”toexploringwhatit“coulddo.”Throughtight,on‐the‐flycollaboration,theteamdidinminuteswhatnormallytookhours,inhourswhatnormallytookdays,andindayswhatnormallytookmonths.This

teamworkwascriticaltogettingthecrewhomesafely.

Ifyou’relucky,you’vebeenonteamswhereactionsandresultsflowwithgreatease,whereteammembersknowwhatisreallyrequiredandintendedandsupporteachotherinmakingthosethingshappen.Thoseteamshavetacticalcapacity.

Asthenewleader,it’syourjobtoorchestratethealignmentofpeople,plans,andpracticesarounda

sharedpurpose.YoumustconvincekeypeopletoembraceaBurningImperativeanddeliveragainstitwithagreatsenseofurgency.ABurningImperativeistheantidotetosilosanddepartmentsthatdon’tcooperate.Tacticalcapacityisnotonlyabouttheteamrespondingquicklytochangesinexternal

circumstances,italsoisaboutteammembersworkingwellwitheachotherinsupportoftheteam’sBurningImperative.

BuildingBlocksofTacticalCapacityThegoodnewsisthat,asaleaderinanewrole,youcanbuildtacticalcapacityintoyourteamquicklyby

implementingfivebuildingblocks:

1. Driveactionwithongoingcommunication.

2. EmbedastrongBurningImperative.

3. Exploitkeymilestonestodriveteamperformance.

4. Over‐investinearlywinstobuildteamconfidence.

5. SecureADEPTpeopleintherightroles.


TheNASAteamdealingwiththeApollo13goteachofthesefivebuildingblocksinplace,allowingittoreactwithtacticalcapacityofthehighestorder:

1. Theculturehadbeenstrong.Buteveryone’scommunicationreinforcedthemessagethat

“failureisnotanoption”throughouttherescuemission.

2. Theteam’smissionchangedfrom“goingtothemoontocollectrocks”totheoneBurningImperativeof“gettingthesemenhomealive.”Thiswasgalvanizingenough(asaBurningImperativemustalwaysbe)totranscendallpettyissuesandfocuseveryone’sefforts.

3. Theteam’smilestoneswereclear:turntheshiparound,preserveenoughenergytoallowa

reentry,fixthecarbonmonoxideproblem,survivetheearth’satmosphere,andsoon.

4. Thecarbonmonoxidefixallowedtheastronautstostayaliveandwastheearlywinthatmadetheteambelieveitcoulddotherestofthethingsthatwouldgetthecrewbacktoearthsafely.Itgaveeveryoneconfidence.

5. Everyonewasworkingwiththesameendinmind,;buttheywereworkingindifferentand

essentialroles.Onegroupfiguredouthowtoturnthespaceshiparound.Anothergroupfixedtheoxygenproblem.Anotherdealtwiththereentrycalculationsandthesparecrewdidwhateverittooktocompletethemission.

Eventhoughyou’reunlikelytojumpintoasituationexactlyliketheApollo13breakdown,intoday’s

environmentalmostallleadershiptransitionsare“hotlandings,”whereyoumusthitthegroundrunningtohaveachanceofsuccess.Oftenyouwillneedtofixsomething,maybeafewthings,fast.Sometimesyouwillhavemoretimetoplan.Inmostonboardingsituations,youwillhaveatleastafewdaysto

createanonboardingplan—especiallyifyougiveyourselfahead‐start.Timeislikeair(withoutcarbonmonoxide!)tobreatheandahead‐startgivesyoutime.Yourfirstplangetsyoumovingintheright


The100DayActionPlanHerearethestepsinouronboardingprocess.Theyarethechaptersinthisbook.AsDr.Seussadvised,“bedexterousanddeft,andnevermistakeyourrightfootforyourleft!”5

PartI BECOMEthecandidateforthejob.PartII DISCOVERnewrole:There’salwaysmoretoitthanyouknow.PartIII TAKECONTROLofyourownstart.PartIV IMPLEMENTyour100‐DayActionPlan.FigureI.2 The100‐DayActionPlan

PartIBecometheBestCandidatefortheJob

Chapter1:PositionYourselfforaNewRolePositioningyourselfforaleadershiproleisaboutconnectingvalueswithgoals,andcrossingstrengthsandcommunication.Youmustsupplementyourtalentwithlearningandpracticetobuildyourknowledgeandsharpenyourskillsovertheshort,mid,andlongterm.Then,whenyou’reready,you

needtocommunicatethosestrengthstosecurethepromotionornewleadershiproleyoudeserve.

Leadershipispersonal.Yourmessageisthekeythatunlockspersonalconnections.ThegreaterthecongruencebetweenyourownBRAVEBehaviors,Relationships,Attitudes,Values,andtheEnvironmentyoucreate,thestrongerthoseconnectionswillbe.Thisiswhythebestmessagesaren’tcrafted—;they

emerge.Thisiswhygreatleaderslivetheirmessagesnotbecausetheycan,butbecausetheymust.“HereIstand,Icandonoother.”6

5“Congratulations!Todayisyourday,you’reofftogreatplaces,you’reoffandaway.Youhavebrainsinyourhead,youhavefeetinyourshoes,youcansteeryourselfinanydirectionyouchoose.You’reonyourownandyouknow

whatyouknow,andyouaretheguywho’lldecidewheretogo.Sobesurewhereyoustep,stepwithcareandgreattact,andrememberthatlife’sagreatbalancingact.Justneverforgettobedexterousanddeft,andnevermixupyourrightfootwithyourleft”(Dr.Seuss,Oh,thePlacesYou’llGo,NewYork:RandomHouse,1990).

6AttributedtoMartinLutherattheDietofWorms,1521,whenaskedtorecanthisearlierwritings.


Chapter2:SellbeforeYouBuy:AnswertheOnlyThreeInterviewQuestionsYoucannotturndownajobyouhavenotbeenoffered.Sofirstputyourenergyintogettingthejoboffer.Rememberthatthereareonlythreefundamentalinterviewquestionsandbepreparedtotalk

aboutyour(1)strengths,(2)motivation,and(3)fitwiththeorganizationandtheposition.Rememberalsothatinterviewsarenotaboutyou.Theyareaboutwhatyoucandoforthosedoingtheinterviewing.Sellingisaboutpositioningyourstrengths,motivation,andfitcharacteristicsintermsof

theirneeds.

PartIIDiscoverYourNewRole:It’IsAlwaysMoreThanYouThinkItIs

Chapter3:MapandAvoidtheMostCommonLandMinesIngeneral,you’llwanttomitigateorganization,role,andpersonallandminesbeforeacceptingajob,

andjump‐startrelationshipsandlearningevenbeforeDayOnesoyoucanconcentrateonsuccessfuldeliveryandadjustmentafteryoustart.We’veseenwaytoomanypeoplejoinorganizationsanddiscoverthatwhattheyarereallyexpectedtododoesnotmatchwhattheythoughttheyweresigning

uptodo.Therearewaystoavoidfindingyourselfinthatsituation.

Chapter4:DoYourDueDiligenceBeforeYouAccepttheJobOfferTheabilityandwillingnesstoassessanddealwithriskisoftenacriticaldifferentiatorbetweensuccessandfailure.Onceyou’vebeenofferedthejob—andonlyafteryou’vebeenofferedthejob—doin‐depth

duediligencetomakesureitisrightforyou.Thisinvolvesmitigatingorganization,role,andpersonalrisksbyansweringthreequestions:

1. Whatistheorganization’ssustainablecompetitiveadvantage?

2. Didanyonehaveconcernsaboutthisrole;and,ifso,whatwasdonetomitigatethem?

3. What,specifically,aboutme,ledtoyourofferingmethejob?

Withthoseanswersinhand,youcanthendecideifyou’vegotalowlevelofriskthatrequiresnoextraordinaryactions,manageableriskthatyou’llmanageasyougo,mission‐cripplingriskthatyou

mustresolvebeforegoingforward,orinsurmountablebarriersrequiringyoutowalkaway.


PartIIITakeControlofYourOwnStart

Chapter5:ChoosetheRightApproachfortheBusinessContextandtheCultureYouFaceBecarefulabouthowyouengagewiththeorganization’sexistingbusinesscontextandculture.Thebusinesscontextisafunctionofthebusinessenvironment,organizationalhistory,andrecentbusinessperformance.Together,thesefactorsindicatetherelativeimportanceandurgencyofthechange

required.

Anorganization’scultureunderpins“thewaywedothingshere”andismadeupofBehaviors,Relationships,Attitudes,Values,andEnvironment,whichallfeedintotheculture’sreadinessforchange.

CrossingcontextandculturecanhelpyoudecidewhethertoAssimilate,Converge,andEvolve(fastorslow),orShock.Thenmapcontributors,detractors,andconvinciblewatcherssoyoucanmoveeachof

themonestepbyalteringtheirbalanceofconsequences.

Chapter6:EmbraceandLeveragetheFuzzyFrontEndBeforeDayOneThetimebetweenacceptanceandstartisagiftyoucanusetorestandrelaxortogetaheadstartonyournewroleornext100‐days.OurexperiencehasshownthatthosewhousethisFuzzyFrontEndto

putaplaninplace,completetheirpre‐startpreparation,andjump‐startlearningandrelationshipsarefarmorelikelytodeliverbetterresultsfasterthanthosewhochoosetorestandrelax.Fiveimportantsteps:

1.Identifythemostimportantstakeholdersup,across,anddown—bothinsideandout.

2.Planyourmessage,FuzzyFrontEnd,andfirstornext100‐days.

3.Manageyourpersonalsetupsoyouhavelesstoworryaboutafteryoustart.

4.Conductpre‐startmeetingsandphonecallstojump‐‐startimportantrelationships.

5.Gatherinformationandlearninginadvancetojump‐‐startlearning.

MasterCard’sAjayBangadidthiswell.

HeleveragedthetimeafterhehadbeenannouncedasCEObutbeforehestartedbycasually,but

pointedly,interactingwithkeystakeholderswithasimpleintroduction:“Hi,I’mAjay.Tellmeaboutyourself.”7

7Bradt,George,“TheNewLeader’sPlaybook,”Forbes(February23,2011).


Chapter7:TakeControlofDayOne:MakeaPowerfulFirstImpressionEverythingismagnifiedonDayOne,whetherit’syourfirstdayinanewcompany,orthedayofabigannouncement.Everyoneislookingforhintsaboutwhatyouthinkandwhatyou’regoingtodo.Thisis

whyit’ssoimportanttoseedyourmessagebypayingparticularattentiontoallthesigns,symbols,andstoriesyoudeploy,andtheorderinwhichyoudeploythem.Makesurethatpeopleareseeingandhearingthingsthatwillleadthemtobelieveandfeelwhatyouwantthemtobelieveandfeelaboutyou

andaboutthemselvesinrelationtothefutureoftheorganization.

TheSierraClub’sExecutiveDirector,MichaelBrunedidaparticularlygoodjobofmanaginghisDayOne.Hethoughtthroughhismessageinadvanceandthencommunicateditlive,face‐to‐face,andviasocialmediaonhisfirstdaysothateveryonewouldknowwhatwasonhismind.Hesmartlyutilizedseveral

communicationmethodstoreachawiderangeofpeopleintheirownpreferredwayofcommunication.8

Chapter8:MotivateandFocusYourTeamwithOngoingCommunications(IncludingSocialMedia)Wheretheemphasisusedtobeonlogical,sequential,targeted,ongoingcommunicationcampaigns,the

communicationrevolutionhasmadeitessentialtomanagemultiple,concurrent,ever‐evolvingconversationsacrossanever‐changingnetworkofstakeholders.Leverageyourcoremessageasthefoundationforthoseconversationsbyseedingandreinforcingcommunicationpointsthroughawide

varietyofmediawithnocompromisesontrustworthinessandauthenticity.

TheAmericanRedCross’sheadofDisasterServices,CharleyShimanski,doesthisaswellasanyexecutive.Hismessageflowsfromeveryporeofhisbeing.Beforehisfirstmajorconferencewith140disasterreliefdirectorsfromaroundthecountry,Charleyaskedhimself:“WhatIwantthemtofeelwhen

they’redonehearingfromme?”Heknewtheanswers:“...Iwantedthemtofeelthattheyareatthecoreofwhatwedo,thatthatoursuccessisontheirshoulders.Iwantedthemtofeelproud.”9

PartIVImplementYour100DayActionPlan

Chapter9:EmbedaBurningImperativebyDay30TheBurningImperativeisasharplydefined,intenselyshared,andpurposefullyurgentunderstandingfromeachoftheteammembersofwhattheyare“supposedtodo,now,”andhowthisworkswiththelargeraspirationsoftheteamandtheorganization.Whilemission,vision,andvaluesareoften

componentsoftheBurningImperative,thecriticalpieceistherallyingcrythateveryoneunderstandsandcanacton.Getthiscreatedandboughtintoearlyon—evenifit’sonly90percentright.You,andtheteam,willadjustandimprovealongtheway.Don’tletanythingdistractyoufromgettingthisinplace

andshared—inyourfirst30days!

8Bradt,George,“TheNewLeader’sPlaybook,”Forbes(March2,2011).



SamMartinhasalotofexperienceinthisarea.AshedescribeshisearlydaysasCEOofsupermarketchainA&P,

““Itwasessentialtohaveanarticulatedplanavailabletosharerobustlyaroundtheorganization

andwithallourstakeholders....Ifouremployeesarenotproperlyarmedwiththerightinformation,theywillgivethewrongmessage...they’regoingtogiveamessageanyway.Sogettingtherightmessageintherighthandsquicklyisimportantandessentialtogettingoffon

therightfootandhavinganychanceofsuccessintheoutcome.””10

Chapter10:ExploitKeyMilestonestoDriveTeamPerformance:byDay45Therealtestofahigh‐performingteam’stacticalcapacityliesintheformalandinformalpracticesthatareatworkacrossteammembers,particularlyaroundclarifyingdecisionrightsandinformationflows.11Therealjobofahigh‐performingteam’sleaderistoinspireandenableotherstodotheirabsolutebest,

together.Theseleadersspendmoretimeintegratingacrossthanmanagingdown.Themilestonetoolisstraightforwardandfocusesonmappingandtrackingandwhatisgettingdonebywhenbywhom.High‐performingteamleaderstakethatbasictooltoawholenewlevel,exploitingittoinspireandenable

peopletoworktogetherasateam!

RoyalCaribbean’sCEORichardFainexplainsitthisway,

““Ifyoudon’testablishearlyonkeymilestones—long‐termmilestonesratherthantheshort‐termmilestones—‐yougetcaughtinthe“‘nextweek”’syndrome...everybodysays,“‘We’regoingtoknowsomuchmorenextweekortheweekafter”’...sothefocusshiftstonextweek

ortheweekafterandwealldesperatelywaitforthatperiod.Meanwhilethelonger‐termmilestonegoesbythewayside.””12

Chapter11:OverinvestinEarlyWinstoBuildTeamConfidence:byDay60Earlywinsareallaboutcredibilityandconfidence.Peoplehavemorefaithinpeoplewhohave

delivered.Youwantyourbosstohaveconfidenceinyou.Youwantteammemberstohaveconfidenceinyou,inthemselves,andintheplanforchangethathasemerged.Youwantyourbosstohaveconfidenceinyou.Earlywinsfuelthatconfidence.Tothatend,identifypotentialearlywinsbydDay60

andover‐investtodeliverthembytheendofyourfirstsixmonths—asateam!

TheheadofIBM’salliancewithOracle,SueHed,getstheearlywinconcept.Sueover‐investedinafewearlypilotprogramsbygoingoutintothefieldtobetterunderstandherteams’challenges,makekey


11Neilson,Martin,andPowers,“TheSecretstoSuccessfulStrategyExecution,”HarvardBusinessReview(June

2008):60.



contacts,establishrelationships,closedeals,andoverseetheimplementationoftheprograms.Sheprovedthattheprogramsworkedlocallyandhereffortsgavetheteamconfidenceandmomentumto

extendtheprogramselsewhere.AsSuedescribesit,“Thebuy‐inhasbeengreatinothercountriesbecausetheysawthesuccessandhadtestimonialsfromtheirpeers.”13

Chapter12:SecureADEPTPeopleintheRightRolesandDealwithInevitableResistancebyDay70MakeyourorganizationevermoreADEPTbyAcquiring,Developing,Encouraging,Planning,andTransitioningtalent:

Acquire:Recruit,attract,andonboardtherightpeople.

Develop:Assessandbuildskillsandknowledge.

Encourage:Direct,support,recognize,andreward.

Plan:Monitor,assess,plancareermovesovertime.

Transition:Migratetodifferentrolesasappropriate.

Thisisoneofthemostimportantthingsyoudo.Jump‐‐startthisbygettingtherightpeopleintheright

roleswiththerightsupporttobuildtheteam!

Asacaseinpoint,Chiquita’sCEO,FernandoAguirre,metanemployee,LeoUrzua,duringhisstintonCBS’sshow“UndercoverBoss”.LeowasaharvestcoordinatorwhotriedtoteachFernandohowtopick

andprunelettuce.Throughtheprocess,FernandolearnedofandwasinspiredbyLeo’squesttobecomeaU.S.citizen.FernandocommittedtohelpingLeoAchievehisgoal.WhenLeogotsworninasacitizeninYuma,Arizona,severalmonthslater,thekeynotespeakeratthatceremonywas...FernandoAguirre.14

Chapter13:EvolvePeople,Plans,andPracticestoCapitalizeonChangingCircumstancesBytheendofyourfirst100Days,youshouldhavemadesignificantstepstowardaligningyourpeople,

plans,andpracticesaroundasharedpurpose.Remember,thisisnotaone‐timeevent,but,instead,somethingthatwillrequireconstant,ongoingmanagementandimprovement.

Monitorthesituationovertime.Identifyandclassifytheimpactofsurprisesasmajororminor,enduringortemporary,andbereadytoreactasappropriate.It’simportanttopanicearlyandstaypanicked.15.

Formajor,temporaryevents,followthebasicflowofprepare—understand—plan—implement—revise


14Bradt,George,“TheNewLeader’sPlaybook,”Forbes(April6,2011).

15JonathanGarrity,CEOofCambridgeHanover,gaveusthe“panicearly”partofthis.Wediscoveredtheneedto

staypanickedonourown.


orprepare.Formajor,enduringchanges,redeployorrestartwitharelentlessfocusonthemessagethroughout.

Manageyourstrategy(plans)asacycle,ensuringthatyouarelookingatyoursituation,customers,

collaborators,capabilities,competitors,andconditionsonaregularbasisandreflectingchangesintheminyourever‐evolvingstrategiesandplans.

Manageyouroperations(practices)bycontinuallytracking,updating,andaddingmilestones.Disciplined,integratedexecutiondoesn’thappenunlessyoudemandit,monitorit,andreinforceitover

andoveragain.

Manageyourorganization(people)bydeployingtheADEPTtoolforongoingtalentdevelopment.Youdon’thavetousethistool.Butyoudohavetohaveacompleteanddisciplinedwaytostrengthenyourorganizationonacontinuousbasisovertime.

Walmart’sCEO,MikeDukeknowsthatweareallnewleadersallthetime.That’swhyorganizational

changemanagementisanon‐goingpartofhislife.WhenWalmart’smerchandisingfailedtodelivertheexpectedresultsoverthe2010holidayseason,Mikereplacedhisheadmerchandiserandcompletelyrevampedtheirholidaymerchandisingapproachintimetobeabletoannouncethechangesintheir

nextquarter’searningscall.16

MakeThisBookWorkforYouBynowyoushouldbeawarethattheremaybeabetterwaytomanagetransitionsthanjustshowinguponDayOneorchargingintoyourpromotionannouncementornewlymergedteamanddoingwhat

“they”tellyoutodo.Similarly,theremaybeabetterwayforyoutotacklethisbookthanjuststartingonpageoneandreadingstraightthroughuntilyoulosesteam.

Youmightwanttostartwiththe100‐DayChecklist(Tool6.1)attheendofChapter6.Youmightwanttobeginwiththechaptersummariesattheendofeachchapter.Oryoumayprefertoreadstraight

throughthemainbodyofthebook.Usethebook’selementsinthewaythatworksbestforyou.Justbearinmindthattherereallyisalogicalorderofthinkingandactinghere,anditishelpfultohavethisclearinyourmindbeforeyoudoanything.Don’treadthisbookoveryourfirst100days.Readthemost

appropriatepartsnow,andthendipbackinrepeatedlyoveryour100Daysandbeyond.

Wehavedesignedthisasaflexiblehandbooksplitintoamainbody,asetofappendices,anddownloadabletools.

Themainbody(Chapters1through13)ishighlystructuredandpracticallyoriented,withideas,examples,tools,forms,andchecklistsinthebook.Inthismainbody,wearehighlyprescriptiveand

directive:“Dothis,”“Dothat,”“Don’tdotheother.”



Theappendicesprovidemoredepthonsomesubjectslikeleadershipandcommunicationandgetatspecificsituationslikeinternalandinternationalmoves,mergingteams,leadingthroughacrisis,and

guidanceforthenewleader’ssupervisor.We’veincludedsomesample100‐DayActionPlansattheend.

Wehavepostedeasilyeditableversionsofallthedownloadabletoolsatwww.onboardingtools.com.Theyareincludedinthepriceofthebook.Usethem.Additionally,weaddbonustools,chapterupdates,andnewchaptersaswethinkthemup.So,shameonyouifyoudon’tvisitthatsitefromtimetotime—

startingwithnow.

Peopleoftentellus,“Thisisjustcommonsense.ButIlikethewayyou’vestructuredit.”(Onepersonsaid,“YoubroughttogetherallofthecriticalthinkingsessionsIhadwithmyselfintheshowereverymorningbeforework!”We’llletyouimaginethatinyourownway.)

Asyousetouttofollowourstructure,understandthatwehaveabiastopushyoutodothingsfaster

thanotherswouldexpect.Thistimetableisbasedontheneedsofourclients,whotypicallyaremovingintodemanding,complexnewleadershiproles,andwhoneedtomeetorbeathighexpectationsfast;butitmaynotbeappropriateforyoursituationwithoutsomecustomization.Wepresentyouwith

optionsandchoices.Youareincharge.Wewishyousuccessinyournewleadershiprole.Wehopethisbookwillhelpyouandyourteamtodeliverbetterresultsfasterthananyonethoughtpossible!

__________________________________________________________________ George Bradt, Jayme Check and Jorge Pedraza were three of the co-founders of PrimeGenesis, an executive onboarding and transition acceleration group that helps new leaders and their teams get done in 100-days what normally takes six to twelve months. PrimeGenesis is the extra leverage they need to deliver Better Results Faster. There’s more at www.primegenesis.com. __________________________________________________________________

Available October, 2011 - PrimeGenesis Executive & Team ... · PDF fileChecklist PART III ......

Documents

Transcript of Available October, 2011 - PrimeGenesis Executive & Team ... · PDF fileChecklist PART III ......