A session that I had with a newly hired CEO, was a great throwback moment for me, given how many times I have found myself as a new CEO in different organizations. Every new appointment comes with intense excitement and an equal measure of anxiety. My client wanted support in focusing on what matters in her first 100 days as a CEO. Understandably, this is a pivotal moment for anyone in such a situation. It’s a moment to create a positive first impression to the people who matter most, especially the employer.

And so I posed…..
What kind of CEO would you like to be known for beyond your first 100 days?

Instantly, she responded….’an effective one, able to work through the turnaround strategy of the new organization and to bring in profitability to the stakeholders.’ Through this response, my client was beginning to shift from focusing on the first 100 days but towards a longer time horizon where a turnaround strategy can be implemented and profits realized.

As the discussion progressed, it got me reflecting on my own experiences and exactly how much a CEO can accomplish in the first 100 days in a new organization. In my experience, apparently, not much functional or operational work gets accomplished. According to data from Mckinsey & Company, it takes more than six months for 62% of externally hired CEOs to become fully productive, while for internal hires, 72% report it takes more than 90 days to become fully productive.

Yet again, this period is absolutely crucial in framing what the CEO will successfully accomplish in the time they will serve in the organization. The first 100 days for a CEO is a time for listening, learning by asking questions and creating the first impression. This is the time when your team, your Board of Directors, and other key stakeholders are watching your every move and wondering about your leadership skills, your tone at the top and what changes you will make to the organization’s strategy. Everyone will be expecting that you will bring new ideas to build on past successes or turnaround to move the organization forward. Remember this is why you have been given this position by board of directors.

To make it happen, you will need the support of your team and other people without the organizations. Yet their support is not assured and you will need to engage your teams creatively and invite feedback during this period. You will need to be a keen listener and focus on relationship building. You will need to work on earning their trust. This is the time to learn and learn some more, take time to deeply know the new organization, its context, your role as the captain, and the expectations from different actors. This window is a good time to take stock of the strengths and successes of the organization, and particularly digging into people & talent issues.

Drawing from my experience, below are some ideas on your ‘To Do’ and the ‘Not To Do” list for a new CEO during the first 100 days;

 

‘To do list’

 Craft a ‘winning game plan’.

 Objectively examine your leadership style in light of your new context.

 Determine the leadership skills which can help you lead effectively, craft and embrace a personal development plan to hone these skills.

 Determine which ways you can authentically lead, and in which areas you can rely upon your team to take the lead.

 Research to deeply understand your mandate, expectations, external environmental imperatives, trends among others.

 Understand the workplace culture and dynamics you’re stepping into.

 After understanding the new organization’s current standing, align your team, directors, and other stakeholders, by clearly communicating your vision as CEO.

 Learn how you can build productive working relationships with stakeholders.

 Hire professional resources around you including a competent leadership coach who will partner with as you lay the foundation.

 Be well rested – effective leadership is like a marathon not a sprint.

 

‘Not to do list’

 Don’t neglect what kind of CEO you want-plan with this in mind.

 Don’t hit the ground running, rather use the first 100 days to lay a foundation for your success.

 Don’t act before you listen and learn.

 Don’t overthink the journey ahead, others before you did it.

 Don’t copy how other CEO’s handled their first 100 days

Wishing you continued growth and achievement,

Sicily Kariuki, EGH.