Leverage the First 100 Days as a New

Leverage the First 100 Days as a New Leader Use self-paced training to succeed in a new leadership role. Mc. Lean & Company is a research and advisory firm that provides practical solutions to human resources challenges with executable research, tools, and advice that will have a Mc. Lean & Company is a research and advisory firm providing practical solutions to human resources challenges©via executable research, tools and advice that clear and measurable impact on your business. 1997 -2014 Mc. Lean & Company. have a clear and measurable impact on your business. © 1997 - 2014 Mc. Lean & Company is a division of Info-Tech Group. Mc. Lean & Company is a division of Info-Tech Research Group. Research Inc. Mc. Lean & Company 1

Navigating a new leadership role requires a holistic understanding of management techniques New leaders should prepare for their first 100 days to leverage opportunities for success. This Research Is Designed For: This Research Will Help You: ü People with previous leadership experience ü Prepare for your new leadership role. ü Effectively use your first 100 days as a who are entering into a new leadership role. ü New leaders with no prior leadership experience. leader. ü Reflect on, assess, and improve your leadership skills. Tools and templates included separately in this deck: § § New Leader Self-Assessment STOP, START, CONTINUE Team Assessment Template New Leader SWOT Analysis New Leader Business Strategy and Planning Template Mc. Lean & Company 2

Leverage the first 100 days as a new leader Situation Mc. Lean & Co. Insight • Over 50% of new leaders fail to meet or exceed expectations within the first 18 New leaders must recognize that their new role is also a change for those in their sphere of influence. months of their assignment because they fail to successfully leverage their first three months on the job (Watkins). You will need to build a plan to: Challenge • New leaders are burdened by high expectations of success based on achievements in previous roles, but they often do not have the right information to perform well in their new position. • They often attempt to make drastic changes or a major immediate impact without fully understanding the corporate landscape, causing them to alienate their team and flounder with key stakeholders. • Leverage your spheres of influence to help develop your knowledge, make assessments, and gain longterm buy-in. • Assess your team, department, and organizational culture. • Develop an initial, iterative business strategy within the first 100 days. Resolution • Use this self-paced training material as a guide to approaching the first 100 days on the job with a plan to position yourself for success. The plan should support you in learning and integrating yourself into the organizational culture. Mc. Lean & Company 3

The Case for Seizing the First 100 Days Sections: What’s in this Section: The case for seizing the first 100 days • Understand what a new leader is and the importance of Connect with your spheres of influence • Learn how mistakes in the first 100 days can keep a new leader Prepare (before start date) • Find out what factors propel new leaders forward with the “ 8 to Phase 1 (1 -30 days) Phase 2 (31 -60 days) Phase 3 (61 -100 days) leveraging the first 100 days. from succeeding. Great: Leadership Priorities. ” • Get an introduction to Mc. Lean & Company’s First 100 Days New Leader’s Framework. Appendix Mc. Lean & Company 4

New leaders have the first 100 days to prove their capabilities Congratulations on accepting the challenge to leverage your first 100 days as a new leader. What is a new leader? • A new leader is not necessarily new to leadership, but new to a particular leadership role. • Leaders are responsible for strategy, development, relationship building, and long-term planning of a group, unit, department, or organization. That said, a leader can exist at the lowest levels of management all the way up to the CEO. Why are the first 100 days critical for success? • Mc. Lean & Company found in a recent study that only 16% of new leaders exceeded expectations after six months. • About 40% of newly appointed leaders have difficulty creating an impact on their team and organization within the first 12 months, according to a First 100 study (O’Keeffe). • The first 100 days is an opportunity for the new leader to establish a presence in the organization. Proper preparation for the new role will help avoid repercussions such as a dismissal or a poor performance evaluation down the road. • New leaders at all levels have similar challenges and preconceived notions. Before you dismiss learning about leadership as too shallow or too advanced for your circumstances, do a self-check. Where did the concept of the first 100 days for new leaders come from? • Franklin D. Roosevelt, the President of the United States from 1933 -1945, used his first 100 days after his inauguration to help relieve the economic crisis during the Great Depression (Walsh). • Since President Roosevelt’s term, the first 100 days have been used as a benchmark to measure the success of various presidents and leaders (Doyle). Mc. Lean & Company 5

New leaders often make the mistake of making sweeping changes too quickly It isn't easy at the top: 50% of new leaders will fail instead of succeed in the first 18 months. (Watkins) We expect that senior partners will take at least 6 months to a year to add noticeable value. Any sooner would risk damaging established relationships. - Partner, Professional Services Source: Anonymous Situation • A new leader in a professional services firm swept in from a similar organization with an aggressive agenda for change. • • Action The new leader assumed that change initiatives that worked in his last position would be ideal given the similar business environments. He implemented his agenda immediately upon arrival. He was so concerned with measuring his pre-set metrics, he ignored his direct reports in his first 100 days. Within a few months, staff disliked him, weren’t willing to work with him and his autocratic ways, and senior partners regretted their decision to bring him in. Results • • After the new leader’s disastrous introduction into the firm, he was known in the industry as a “one hit wonder. ” His career never recovered. Poor leadership experiences can linger for years. Mc. Lean & Company 6

Impact of Barrier on Negative Outcomes Use your first 100 days to set yourself up for success in the long run, not achieve grand objectives in the short term Organizational Barriers 50% Leadership Barriers 47% 35% 40% 35% 25% 30% 18% 20% 20% 10% 0% No clear expectations defined upfront Lack of senior Lack of role Desire to Unrealistic Lack of basic manager support definition and accomplish large expectations set by managerial skills throughout leadership purpose projects in the first the leader's onboarding 100 days manager without leader input Lack of cultural context prior to start date Barriers N = 60, Source: Mc. Lean & Company You cannot control how much support your organization gives you. However, you can control what you ask for. Make sure you engage your senior manager to set clear expectations up front. Learn how in Phase 1: Listen. *Note: The impact is a statistical estimate of the effect each barrier had on the negative outcomes of the new leader when compared to the other barriers. A leader’s desire to do too much too soon is the most significant reason the team loses stride. However, a major theme indicates that a manager’s complete lack of preparation and context contributes heavily to team disarray. Use our Prepare section to get started the right way and avoid negative outcomes. The negative outcomes of the new leader was calculated by taking an average of the following items from a 6 -point scale (1 = Not an Outcome to 6 = Significant Outcome): Team disengagement, No buy-in to leader’s proposed initiatives, Lower team productivity, Animosity towards the leader. Mc. Lean & Company 7

Use Mc. Lean & Company’s First 100 Days New Leader Process to guide you through your new role Informal network External clients Sphere of Influence Relationships within your sphere of influence will direct the success of your first 100 days on the job – and beyond. Internal clients Peers & HR Team Manager You Phase 1 (1 -30 Days): “Listen” Prepare (Before Start Date): “Get informed” The New Leader Process will allow you to… 1. 2. 3. 4. 5. Phase 2 (31 -60 Days): “Discuss” Phase 3 (61 -100 Days): “Perform” Connect with and leverage your sphere of influence. Enter your new leadership role feeling prepared and confident. Accomplish the 8 Leadership Priorities successfully using an iterative, step-by-step process. Strategize for long-term leadership success. Get buy-in and constructive feedback to drive your initiatives. Mc. Lean & Company 8

Mc. Lean & Company’s First 100 Days New Leader Process consists of 3 phases after the preparation stage Phase 1 (1 -30 days): “Listen” Determine your 100 days’ priorities Get informed and make early assessments Do this in your first 30 days. Develop assumptions & conclusions Phase 2 (31 -60 days): “Discuss” Test assumptions & conclusions Informed confirmation of priorities You’ll do this in the next 30 days. Start building your strategic plan Phase 3 (61 -100 days): “Perform” Implement quick wins Update progress on priorities In the last stage, you’ll be getting to action. Mc. Lean & Company 9

Use the “ 8 to Great!” First 100 Days Leadership Priorities as you prepare for and roll through your first 100 days 8 to Great! First 100 Days Leadership Priorities Prioritize this… Because… 1 Become fully aware of, and integrated into, the corporate culture. You must learn the norms, so you can adapt or leverage them to achieve or exceed targets. 2 Understand the objectives for your first 100 days. Goals, targets, or milestones provide focus and increase productivity. 3 Become proficient with operational tasks. You must establish immediate credibility before tackling strategic issues. 4 Complete a thoughtful analysis of team abilities and synergies. You must understand what resources you have and what you need to succeed. 5 Form a strong internal social network. People, not processes, get things done. 6 Champion corporate goals and strategy. If your plans aren’t aligned with these, they won’t get buy-in. 7 Produce an actionable long-term plan. Plans are testable with your team - random thoughts are not. 8 Implement quick-win initiatives. You want to show that you can deliver. Once you have completed Phase 1, you will check off 8 to Great! Priorities 1 to 7 on this list. Mc. Lean & Company 10

Successful leaders are not those who implement quickly, but rather those who integrate quickly Excel at Mc. Lean & Company’s Leadership Priorities within the first 100 days to increase the likelihood of exceeding expectations in the long term. Far exceeded expectations Expectations Before you work through your first 100 days with Mc. Lean & Company’s 8 to Great! Leadership priorities, think about how each priority leads you to your goals. Did not meet expectations 0% Mc. Lean & Co. ’s First 100 Days Leadership Priorities are positively tied to longterm leadership success. 20% 40% 60% 80% 100% Level to which Leadership Priorities were accomplished Leadership is the capacity to translate vision into reality. – Warren Bennis Source: Forbes N = 58, Source: Mc. Lean & Company Level to which Leadership Priorities were accomplished was calculated by taking an average of the Leadership Priorities success list from a 6 -point scale (1 = Strongly Disagree to 6 = Strongly Agree). Mc. Lean & Company 11

Mc. Lean & Company Helps HR Professionals To: ü Empower management to applyü HR best practices ü Develop effective talent acquisition & retention strategies ü Build a high performance culture Maintain a progressive set of HR policies & procedures ü Demonstrate the business impact of HR ü Stay abreast of HR trends & technologies Sign up for free trial membership to get practical solutions for your HR challenges "Mc. Lean & Company provides practical research, tools and advice covering the entire spectrum of HR & Leadership issues to ensure you experience measurable, positive results. " • - Rob Garmaise, VP of Customer Experience Toll Free: 1 -877 -281 -0480 hr. mcleanco. com Mc. Lean & Company 12