Your first three months in a new leadership role are critical. How you set the direction and set priorities is important, as is what you do to inspire and enable your team. More important, is what they hear, see, believe and feel as a team as you continue to learn more about your role, your peers and the organisational strategy and workplan. Your learning curve cannot come at the expense of the momentum and performance of the team.
- Continue your research of your employer and how the organisation is positioned in the market so you start with a well-rounded understanding beyond what you will have gleaned through the recruitment process. Also ask for information that may not have been available during the recruitment process such as strategies and financial results.
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Before your first day, identify the most important stakeholders inside and outside the organisation. This time can also be used to conduct prestart meetings and catch-ups to introduce yourself.
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Be proactive about establishing relationships with your key stakeholders, especially with your manager. Remember, in a leadership role people will be eager to get to know you and will be looking for authenticity and confidence. Pay close attention to people. Be mindful of what they say, or of what’s not being said. This is a time to listen and learn.
Once you start, you can initiate your plan to get up to speed. There may also be a formal induction. Much of this will depend on the organisational context – what are the levels of staff engagement? What shareholder or executive expectations have you been given? What are the key challenges and priorities?
30 Days
Ideally you have a plan to gain traction and make an impact as the new leader and have given clear direction to the team about what they’re “supposed to do now” and how this aligns with the purpose of the organisation. This should include a vision for the early wins that will make the impact you need on your team and the organisation.
60 Days
By now you should have established some early wins. Early wins are all about credibility and confidence. You’ll want your team members, manager and/or Board to have confidence in you, and the plan that you’ve developed.
70-80 Days
You’ll need to have identified if you have the right team in place to deliver a quality performance and achieve results. This could include developing, encouraging, planning and transitioning talent as needed.
These first three months are a test of your ability to manage your strategy (plans), manage your operations (practices), and manage your organisation (people). It’s a critical time for you, so learn, and use it wisely.