The Wall Street Journal’s David Greenberg recently wrote about “The Folly of the “Hundred Days”. He argues that the “hundred days” term has been an unreliable indicator for presidential success, placing too much emphasis on easily quantifiable early achievements.
David’s article is at https://online.wsj.com/article/SB123759302359600669.html?goback=.anh_1830907
Unreliable for heads of state, useful for new executives.
It has been useful to apply the 100-Days analogy to all new executives. Seems important to be clear on what early achievements should be expected. At PrimeGenesis, we have managed to reduce the risk of failure for new executives by focusing their onboarding efforts on three main things:
1) Getting a head start before the start
to jump-start relationships and learning
2) Controlling the message
every step of the way through the first 100-days
3) Building a high performing team
by jump-starting strategic, operational and organizational processes in the first 100-days
Preparing the way
Thus, a new leader’s 100-day action plan is more about preparing the way by getting key players aligned around an imperative, putting a milestone management process in place, identifying early wins, sorting roles and driving communication than it is about getting new bills passed by their organization’s “congress”.
Your thoughts?
George Bradt
PrimeGenesis Executive Onboarding and Transition Acceleration
