Maximize your remote and in-person leadership impact in your first 100 days
The New Leader’s 100-Day Action Plan has sold over 100,000 copies because it's so practical. The author team of accomplished private equity/M&A transition leaders explains in great detail, how to succeed in new leadership roles, build high-performance teams, execute winning strategies, and achieve organizational goals. The heavily revised 5th edition explains how to your due diligence before accepting a new role, and how to lead in remote or hybrid environments and how to leverage diversity, equity, and inclusion to meet team goals, drive growth and enhance any organization.
Readers will also find:
- Roadmaps, tools and tips to understanding, improving, and leading organizational change, including digital initiatives
- New chapters focused on crisis situations, post-M&A integrations, turnarounds, and transformations
- Practical counsel on managing your Board
A critical resource for leaders in any industry, The New Leader’s 100-Day Action Plan walks you through your first days, weeks, and months in any new leadership role, when stakes are high and time is of the essence.
GEORGE B. BRADT is Chair of PrimeGenesis, helping lead the revolution in how people start new jobs. Prior to founding PrimeGenesis, George served in sales, marketing, and general management roles around the world at companies including Procter & Gamble, Coca-Cola and J.D. Power and Associates as chief executive of its Power Information Network spin-off.
JAYME A. CHECK is a founder and Managing Partner of PrimeGenesis and author of its executive onboarding methodology that is now deployed in hundreds of organizations worldwide. Jayme is also CEO of Quantum Global Partners, an advisory firm that provides companies worldwide with strategic planning and execution, executive coaching, and leadership development. He offers a global perspective on leadership gained from executive and advisory roles with Fortune 500, start-up, private equity, and venture capital firms.
JOHN A. LAWLER is PrimeGenesis’ CEO. He and the firm have helped clients accelerate and succeed through critical transitions in markets ranging from emerging technologies, to middle market businesses, to global manufacturing, pharmaceuticals, services and consumer products. Previously, John led business and culture transformations globally as CEO of three different private equity backed companies, group President at LexisNexis and as a global executive at Dun & Bradstreet.
Acknowledgements
Executive Summary
Part I – The New Leader’s 100-Day Action Plan
Chapter 1: Position yourself for success. Get the Job. Make Sure It Is Right for You. Avoid Common Landmines.
Tools in the chapter (and downloadable from www.onboardingtools.com))
1.1 BRAVE Culture Assessment
1.2 6Cs Situation Analysis
1.3 SWOT
1.4 Risk Assessment
Chapter 2: Leverage “The Fuzzy Front End.” The job starts when you accept the offer.
2.1 Personal 100-Day Worksheet
2.2 Context Assessment
2.3 Context/Culture Map
2.4 Leadership Change
2.5 Communication Planning
2.6 Onboarding Conversation Framework
2.7 Personal Set Up Relocation Checklist
2.8 Office Set Up Checklist
2.9 Announcement Cascade
Chapter 3: Take control of day one: Make a powerful first impression. Confirm your entry message.
3.1 Day One Plan
3.2 New Leader Assimilation
Chapter 4: Evolve the culture. Leverage diversity.
4.1 Culture Evolution Roadmap
Chapter 5: Manage communication – especially digitally with your remote team.
Chapter 6: Pivot to strategy: Co-create the Burning Imperative by Day 30
6.1 Remote Workshop Guidelines
Chapter 7: Drive operational accountability: Embed Milestone Management by Day 45
7.1 Milestone Management
7.2 Problem Solving
Chapter 8: Select Early Wins by Day 60 to deliver within six months
8.1 Team Charter
Chapter 9: Build a high-performing team: Realign, acquire, enable, mentor by Day 70
9.1 Role Sort
9.2 Recruiting Brief
Chapter 10: Adjust and advance your own leadership, people, practices, and culture by Day 100
10.1 Quarterly Reviews
10.2 Internal Communications
10.3 Program Management
10.4 Coaching and Support
Part II – Special Circumstances
Chapter 11: Manage your new board
11.1 Board 2-Step
Chapter 12: Lead through mergers and acquisitions
Chapter 13: Lead a turnaround
Chapter 14: Lead through a crisis – A 100-Hour Action Plan
References and Further Reading
About the Authors
Index
Other versions by this Author