100-Day Action Plan: A Cheat for the Good

Cover of a booklet titled "How to Play Se...
 

Let me be clear from the start.  Most cheating is bad.  Fraud, dishonesty, unfaithfulness are hard to condone.  But some cheating is good.  No one gets too upset if a shortstop cheats towards second base or a center half-back cheats towards the left side.

100-day action plans are some of the highest, best forms of cheating.

 

They're generally not 100-days. 

We push people very hard to get a head start.  If someone crafts their 100-day action plan three weeks before they start and then takes advantage of the fuzzy front end before the start, they could end up with 120 days to implement their 100-day plan.  This is a very high, very good form of cheating.

They give new leaders an unfair advantage. 

People with 100-day plans are better prepared and have more confidence than people without 100-day plans.  So a leader with a plan has an advantage over that same leader without a plan.  Giving yourself an advantage versus yourself is another very high, very good form of cheating.

They give leaders' teams an unfair advantage. 

People following leaders with 100-day plans have an easier time because the leader is more clear.  Giving your followers an unfair advantage is yet another very high, very good form of cheating.

Net, cheating is a good thing if it involves a little extra work, a little extra clarity, to make it easier for the leader and the team to do what they need to do.  So cheat.  Not for bad.  For good.

 

Read More Articles

A large crowd of people seated closely together, viewed from behind, attending an event or presentation in a dimly lit venue.
The Stakeholders You’re Not Thinking About – And Why They Can Derail Your First 100 Days

Cracker Barrel made headlines when its relatively new CEO departed after less than two years in the role they were hired to transform. The reasons were complex, but one thread…

Read Article
A person holding a clipboard with a blank sheet of paper and a pen poised to write
Outcome-Based Governance: Aligning Policies, Guidelines, and Principles

Policies channel compliance. Guidelines invite contribution. Principles earn commitment. Start with how you want people to behave at work and then design your governance stack to reinforce, not inhibit that.  Three…

Read Article
Concept image of human brain made of blue and gray paint brushes
The Neuroscience of Leadership: Accelerating Growth Mindset and Enterprise Performance

Organizations’ futures depend less on what their people know today than on how fast they can learn, adapt, and execute tomorrow. Building on Carol Dweck’s Growth Mindset – the idea that abilities can be…

Read Article
A group of professionals collaborating.
Everything Communicates: Especially As and To an Executive Onboarding into a New Role

Everything communicates. Everything you say and don’t say, do and don’t do, and the order in which you say and do it sends a message. The same is true for everyone around you. As an executive onboarding into a…

Read Article
Group team working in a office.
Designing The Right Offsites for Different Leadership Levels

Offsites can be rocket fuel or expensive theater. One difference is whether you design each for the kind of leadership each level needs to provide: cultural, strategic, operational, or tactical. When you nest your offsites to fit those roles, you…

Read Article
Argentina flag with the body shape of the country in soccer field.
Strategic Adaptation in Leadership: Lessons from the Argentina–England World Cup Semi-Final

The Argentina–England World Cup semi-final was not just a game; it was a live case study in how leaders deploy strategy and tactics—and what happens when they fail to adjust…

Read Article