This article was originally published in November 2013. There’s no denying that getting to grips with a new company – or even industry – is hard work, but taking a focused approach makes the process much more manageable and, ultimately, more enjoyable too. Another "must do" in the first three months is to look ahead to the next three and beyond – identifying and mapping priorities early on in the year will stand you in good stead. Where possible, draw on employee feedback when you present your strategy back to the business, and put regular follow-up sessions in place, whether monthly or quarterly, to show a longer term commitment to transparency.Ĭreating an early opportunity to socialise with employees and stakeholders can also be invaluable it breaks down barriers and sets the tone for a collaborative culture. Firstly, share your strategy and vision for the company with all employees, not just the senior team. You’re not expected to have all of the answers straight away, but there are a couple of ‘must dos’ before you hit the three-month milestone. Your management team can help here: brief them on your immediate priorities and they can filter out the non-essentials. Don’t get side-tracked by less urgent tasks. It’s important to maintain this same focus when you start the job. Start off with a long-list of goals but be brutal about dividing them into immediate priorities and things that can wait. The first three months always fly by so setting realistic goals and deadlines is key you can’t do everything straight away, so be practical about what’s achievable. Rather than having all the answers on day one, use your plan to carve out time for strategic planning and to set deadlines for yourself and your teams. The most effective 100-day plans are flexible: ‘a plan to plan’, if you like. Sign up for Management Today's daily bulletin for top insight, analysis and business stories It’s also worth meeting senior staff informally in the months before you start to understand their priorities and where they see opportunities for change. Rather than diving straight into the detail, ask team leaders to provide you with SWOTs and market and competitor summaries. Having a clear and realistic 100-day plan establishes where you need to prioritise your time in what is always a very busy period.Īrm yourself with as much business intelligence as possible before you start. First impressions count, and with new employees and stakeholders to impress, the first three months is a critical period for every new boss.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |