The First 100 Days - Successful Transition into Leadership
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The First 100 Days: A Road Map for A Successful Transition into a New Leadership Role They say that first impressions count. Well, when you’re the new CEO or ED how long does a first impression last and who do you need to make a good impression on? In this session, we’ll look at various milestones for a successful transition into leadership—what are those markers and when can you expect to achieve them? Good leadership needs to make a great first impression and this workshop will help show you how to put your best foot forward
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The First 100 Days - Successful Transition into Leadership
- 1. S The First 100 Days AHP Convene Canada May 2014 Ottawa Veronica Carroll, MBA CFRE
- 3. My Own Story S Leadership - a preoccupation S 27+ years in non-profit sector S Worked at 8 non-profits – global, national, provincial, regional and community S 11 transitions into new roles S 5 organizational leadership roles
- 4. Truth #1 S Transitioning into a new role is often the most challenging time in our professional lives
- 5. Truth #2 S Successful transitions depend on reaching the “break-even point” as quickly as possible - this point is where you become a “net” contributor
- 6. Two aspects to transitions S Personal – who you are as a leader and the skills and experiences that you bring – your “personal adaptive challenges” S Situational – the “organizational change challenge”
- 7. Transition failure happens because: S You misunderstand the needs of the situation and/or S You lack the skill and flexibility to adapt
- 8. 10 things that you can do: S That will ensure you become familiar with what lies ahead S That will enable you to identify early wins & take them S And that will help you build coalitions
- 9. #1 - Start Fresh Prepare for your new assignment by taking a break from one job to the next
- 10. #2 – Be curious Learn everything you can about your new assignment/job/organization prior to starting and in the beginning
- 11. #3 – Find early success Find the low hanging fruit and secure those early wins
- 12. #4 – Match assessment & strategy Determine a clear diagnosis of the situation and match your strategy – burning platform? Or is it a new campaign launch?
- 13. #5 – Play well with your boss Develop that most important relationship (with your boss) and get agreement on the 100 day plan
- 14. #6 – Build your allies Look for and build both internal and external coalitions
- 15. #7 – Accelerate 360 Help everyone adapt and accelerate including your direct reports
- 16. #8 – Become the architect Look at strategic plan and given what the situation calls for, become the organizational architect
- 17. #9 – Build your team Identify if you have the right people on the bus and build your team
- 18. #10 – Balance & rebalance Look for balance in your approach and work with advisors/mentors/mastermind group
- 19. More than ever before, a successful career depends on: S Building transition competence S Building personal transition muscles
- 21. Thank you! S veronica.carroll@dhfoundation.ca S @CarrollVcarroll S http://www.linkedin.com/in/veronicamcarroll