the critical first 100 days of a leader/implementation … · days of a leader/implementation –...
TRANSCRIPT
The Critical First 100
Days of a
Leader/Implementation
– New Assignment,
Role or Project Launch
Scott Hamilton President & CEO
Executive Next Practices Institute
Managing Director,
NextWorks™
HR Strategy Certified Session
Scott Hamilton .
Agenda
Let’s calibrate to your expectations
100 day to 1000 day implementation excellence
New roles, assignments, projects
Integrates with afternoon session on customer,
strategy and workforce alignment (HR
Centricity)
The Issue
For a leader,
success or failure is
made in the first
100 days.
Project, role,
assignment, initiative
Your Personal Challenge?
What are the biggest challenges that you would
expect to face in the first 100 days of a launch?
What has been your organization track record of
managing change in general, adoption of new
systems and practices specifically?
Next Practices
Ideas, processes, concepts and solutions that move us beyond the
“status quo”.
Not “how are others doing it best” but rather, “where do we go from here that represents a true fundamental
shift in value”…
. .
Executive Next Practices
Institute
(C-Suite Think Tank)
.
Our Clients & Partners
ENP Forums
.
Time to re-think Onboarding? .
Kevin Kelly, CEO Heidrick &
Struggles
40% of new leaders…pushed out, fall out,
quit.. In the first 18 months of a new role or
assignment- Critical implications for
domestic & international assignments
and…client success
C-Level Exits 2013
CEO 48 months
CFO 36 months
CIO 30 months
CMO 18 months
124 CEOs out in August 2013
.
The CEO Unintended Exit
Strategy
The Top 5 Fails
1. Tried to do too much
2. Did too little
3. Operated in a vacuum
4. My way or the highway
5. Politically/culturally tone deaf
The 100 Day Implementation Plan
1. Where do I start?
2. Not just skills & competencies, but
gaining buy-in
3. Promoting value AND execution
excellence
4. Get moving- focus, accountability,
urgency
Introducing Global Leader 100
Next 32 Business Days: 1. What are you trying to launch? 2. Who else should be involved- marketing,
operations, finance, others? 3. Who is your sponsor/champion- preference
to operational C-level type person? 4. Charter statement? 5. Metrics (Outcomes to define success?)
A Call to Urgency
The 100 Day Implementation Plan
1. What is the size of your project-
people impacted, $?
2. What resistance have you
encountered in the past to project
implementation, acceptance?
3. How will you know you are
successful (metrics)
4. How fast can you accommodate
changes- structural, process wise?
Measureable Dimensions of
leadership/assignment success
Financial contribution to the company (ROI)
Adds and builds brand value- at the local level
Develops teams and contributors
Personal development and value
Regulatory excellence and political image
Global Leadership Success
From the Organization perspective
Key business objectives met or exceeded, on
time and in budget
Company brand and image enhanced at the
local level
Leader met personal goals and demonstrated
ROI
Company gained a team with broader
capability
Global Leadership Success
From the Team perspective
Productivity and effectiveness (ROI)
Execution capability
Individual development
Brand ambassadors to customers and
community
Global Placement Success
From the Community perspective
Company leadership positively impacts local
economy, employment, culture
Company leadership builds local talent for
long term contributions to local and
international economy and vitality
Assignee bridges gaps in communications
and promotes cultural understanding
Regulatory compliance and political “image”
The 100 Day Implementation Plan
1. Where do I start?
2. Not just skills & competencies, but
gaining buy-in
3. Promoting value AND execution
excellence
4. Get moving- focus, accountability,
urgency
Global Leader 100 Plan
What are your outcomes?
Pre-100 Day Launch
• Focus on Brand
What is your Personal “Brand”?
What will be said within the organization
regarding your personal leadership?
Brand Definition
A brand is any proprietary visual, emotional,
rational or cultural image associated with a
corporation, product or service or individual.
VRIO Model
• Valuable
• Rare
• Costly to Imitate
• Organizationally Leveraged
First 40 days
Influence Map
Whom does he or she influence, and who
influences him or her?
How strong is that influence?
What is the history of each relationship?
How does this impact overall influence?
What role does hierarchy play in the
amount of influence?
Next 60 Days- Action Based
.
.
• .
A Plan for Success
Rule # 1
It is not about you, it is about how effectively you unleash the collective intellect, energy, passion, focus and measurable results of the entire organization.
Rule # 2
Your implementation must spark accountability, adaptability, urgency and initiative.
Rule # 3
A good plan, well executed, with a sense of urgency, trumps the perfect plan sitting on the shelf…
Next 32 Business Days: 1. What are you trying to launch? 2. Who else should be involved- marketing,
operations, finance, others? 3. Who is your sponsor/champion- preference
to operational C-level type person? 4. Charter statement? 5. Metrics (Outcomes to define success?)
A Call to Urgency
Thank You!
Options:
Personal 30 minute assessment
Executive Team 100 Day Workshop
Scott Hamilton, CEO
Executive Next Practices Institute
Managing Director, NextWorks™
• 888.857.9722
•