![]() ![]() ![]() That being said, you still need to keep the end goal in mind.Ī builder tasked with constructing a house has a vision for the complete house. It is not necessarily about results to begin with. Your manager will expect you to immerse yourself first in the new culture and build. There is usually a period of onboarding - something of a honeymoon period - where you get a window to build connections and get used to the new environment. New managers walk in on day one with lots of new expectations, for sure, but no one expects to achieve immediate success and lead from the get go. These athletic principles - pace yourself, have a plan, and execute it - all apply to your first 90 days in a leadership role. What would happen?įirstly, spectators in the stands would be thinking "OK, this guy is fast, but he's not going to win this race." After a lap or two, you would start to tire and slow down, and then eventually all of your competitors would overtake you. A beginning, a middle and an end.īut imagine for a moment that they did go full speed from the starting gun. How often do you see a 1500-meter runner burst out of the blocks and complete a sub-10 seconds for the first 100 meters? Never. It's the same principle that all Olympic middle distance runners deploy. A solid plan will help set your own personal agenda within the organization and give you self confidence in your own leadership. And every good leader should have a plan from day one. The art of a solid planĪdapting to the new landscape is a process which requires careful planning. Most of them, however, will get to know their new teammates, sit down with their manager to understand expectations and so on. Top football signings don’t just turn up at a new club and expect everything to click into place. The biggest mistake you can make is to try and do too much in the first few weeks of your role when you're a relative novice to a new culture, have new relationships to build and a new team to meet, understand and guide. The change alone requires a completely new mindset, as we have discussed in previous posts, and a strategy to get you through the first few months. When you add the expectations of team members, superiors and external forces to your own ambition, a new management role is a lot to take on. But nothing beats a solid plan from day one. We have our own identity, our own personality, and want to quickly make our mark using the skills and learnings acquired from previous jobs. ![]() We all have our own styles, tricks and trades that we bring into a new role when we start. ![]()
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