90-Day Transition Plan for Senior Leaders?
Hey all, a group member asked:
I have a "technical" question for the group. When becoming a senior leader or THE senior leader of an organization, I was curious to know what your thoughts are in developing a 90 day action plan for your first 90 days in the role - what would be included in your plan?"
I couldn't resist asking one of FG's consultants, Manlio Correlli, to take a quick hit at your question. Here was his response. Hope it helps!
Manlio wrote:
"Three quick and key suggestions:
1) It almost goes without saying that he should clarify his broad goals -- what was he brought in to do? Define what success looks like, tastes like in 12 months. What will have changed? Pretend he is out to dinner with a friend 12 months from now even -- talking about what the past year meant. What does he want to be able to tell his friend? Likewise, what would he want the people on his team to say about that time? His clients/partners? You get the picture...
2) He should build a relationship map of his critical constituencies -- employees, partners, superiors, clients, etc. Who specifically will he need to be deeply connected to in order to be successful? What does he have to offer them? Pick one today and call them. Listen and get to know them. A huge part of his success will be on his ability to form relationships with those constituencies.
3) Find ambassadors. Is there anyone he is already close to that can help him navigate the new terrain and build the new relationships -- internally and externally? He needs to ignite these already close relationships on his behalf!
I think Jack Welch has written well specifically on this first 90 days topic. You might try googling that. Also Michael Watkins wrote a fairly well regarded book: The First 90 Days."
Hope that helps everyone, and I hope you all are well!
I have a "technical" question for the group. When becoming a senior leader or THE senior leader of an organization, I was curious to know what your thoughts are in developing a 90 day action plan for your first 90 days in the role - what would be included in your plan?"
I couldn't resist asking one of FG's consultants, Manlio Correlli, to take a quick hit at your question. Here was his response. Hope it helps!
Manlio wrote:
"Three quick and key suggestions:
1) It almost goes without saying that he should clarify his broad goals -- what was he brought in to do? Define what success looks like, tastes like in 12 months. What will have changed? Pretend he is out to dinner with a friend 12 months from now even -- talking about what the past year meant. What does he want to be able to tell his friend? Likewise, what would he want the people on his team to say about that time? His clients/partners? You get the picture...
2) He should build a relationship map of his critical constituencies -- employees, partners, superiors, clients, etc. Who specifically will he need to be deeply connected to in order to be successful? What does he have to offer them? Pick one today and call them. Listen and get to know them. A huge part of his success will be on his ability to form relationships with those constituencies.
3) Find ambassadors. Is there anyone he is already close to that can help him navigate the new terrain and build the new relationships -- internally and externally? He needs to ignite these already close relationships on his behalf!
I think Jack Welch has written well specifically on this first 90 days topic. You might try googling that. Also Michael Watkins wrote a fairly well regarded book: The First 90 Days."
Hope that helps everyone, and I hope you all are well!
Tags: executive_leadership, leadership
Replies to This Discussion
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Permalink Reply by Maxine Zdebiak Karchie on -
Hi Sara,
I want to thank you for contacting Manlio Correlli of KF Consulting and requesting that he add to our Greeenlight Great Leaders questions and discussion. His comments are truly appreciated.
Stay safe and well,
Maxine
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Permalink Reply by Sara Grace on -
Seems like good advice for almost anyone in a new position, I would say!
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Permalink Reply by Douglas Brown on -
An important #4 and #5:
(4) Financials. Understand how your organization keeps score financially. How is revenue generated? How are costs incurred? A thorough knowledge of the numbers is key to any successful manager. As a or "THE" leader you will be accountable to ensure revenue streams and manage costs to achieve profits.
(5) Operational Metrics. Another numbers game. Be sure you know the key metrics by which performance is measured. While these all ultimately impact financials, you must know how you are measured by customers, shareholders, employees and strategic partners. Make this part of the broader relationship conversation from item #2.
I highly recommend "The First 90 Days" book as a starting point in your research. Another good tip for communicating: "How to Get Your Point Accross in 30 Seconds or Less" by Milo Frank.
Good Luck.
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Permalink Reply by Suzi Pomerantz on -
Great input here so far! One of the key elements of onboarding in any new role, but especially the executive level is the art of building coalition. I wrote an article about it that you can access here.
In addition, I'd encourage him to get the book by my friend and colleague, Scott Eblin, called The Next Level: What Insiders Know about Executive Success.
I'd highly recommend an Onboarding Coach, who specializes in helping the new executive to quickly learn to navigate the political landscape as well as create early wins, ramp up results, and short-circuit the learning curve in the first 6 months. Find out more here: http://breakthroughconsulting.com/exec_onboarding.html
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Permalink Reply by Emilee on -
Dear Suzi,
In reference to your article, i feel like you wrote out of a book. I have found that when you scropt something it should have a voice. This time it was not aparent. I hope you can write something in your own words and reveal the real you in a more open paper.
Emilee
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Permalink Reply by Maxine Zdebiak Karchie on
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Hi Suzi,
I read your article the "Art-of-building-Coalition" and found it very insightful. I think that this piece could be helpful in many situations and I could especially see it coming under category 2) of Manilo's points.
Thanks for sharing this and the Onboarding Coach information, I had not heard that term before. Great stuff.
Stay safe and well,
Maxine
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Permalink Reply by Mark Morris on -
I don't really have a lot to add. In Manlio's item #1, I personally differentiate between "Vision" and "Strategy", both of which are part of goals. I think that for me, in the first 90 days it is important to fully communicate my vision to get buy in from the team, and then to implement the strategy to get there.
I have to say thank you to:
1. Sara for getting Manlio's input.
2. Manlio for providing the input.
3. Douglas for his addition of #4 and #5.
4. Suzi for sharing an excellent article.
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