I am working with a experienced client who just accepted a leadership position with an organization on the other side of the country.  To displace his rumbling sense of guilt at his act of “disloyalty” – did he place his own career interests ahead of his allegiance to his current organization where he has been treated well for the past 13 years? – he is anxiously wondering how to prepare himself for his new role so that he makes and has a strong, positive impact from the start.

In preparing to work with him, I consulted Michael Watkins’ excellent book The First 90 Days: Critical Success Strategies for New Leaders. Here are some “Rules” to follow, based on his kernels of advice, that all people embarking on a new job can adopt to accelerate their time to productive performance.

1. Fully separate from your past job. Transitions are critical times in which a new leader (or any employee who wishes to make a contribution and be seen as having high potential) can decide how to make a mark on the organization. But first, you need to let go of the past even if it means going through a process of “mourning”.  You must release yourself from all obligations and constraints of the previous role, and mentally promote yourself into your new role so you are ready to take on the new set of challenges.
2. Quickly gain clarity about expectations. Be well prepared and proactive as you explore and clarify what is expected.  Establishing a shared understanding about common frameworks very early on will enable you to more effectively take charge and benefit the organization.
3. Listen to accelerate your learning.  You may have been hired for your brilliance or expertise, but you must be in learning mode when you begin at the organization.  Use your first few weeks to systematically find out who are the key players and best sources of insight, irrespective of their roles or titles, and what are the most pressing and important issues. Ask questions to reveal what the underlying issues may be, and allow time for you to absorb and process the answers so you can more accurately diagnose the situation and develop the right strategy.
4. Create a compelling vision.  People will be looking to you for inspiration and possible new direction, so, once you have heard their perspectives, begin to craft a vision of the future of the organization.
5. Secure early wins. While you are creating a compelling vision and building your personal credibility, you need to focus both on identifying the top handful of priorities and also on getting started improving a few select areas of organizational performance.  Pick ones easily recognizable as important, and avoid falling into the trap of trying to do too much too early.
6. Solidify relationships, and build your team.  It is critical to build a productive working relationship with your new boss. Negotiate what you both mean by “success” as well as how you will meet expectations.  By creating a conversational framework where you are both “on the same page”, you should come to agreement about your diagnosis, plans and resource requirements. With your organizational architecture in place and a good awareness of the root causes of any area needing improvement, you will then be in position to build your team and to align the strategy, structure, systems, skills and culture. If new team processes are required, put them in place.  If there is tension between what is needed inside your team and what is needed for the whole organization, manage it in addition to any tension between short and long term goals.
7. Create coalitions and keep your balance.  Do not make the mistake of thinking that your title or position of authority is enough to get things accomplished. You will need to identify whose support is critical, who has influence across the organization and who is likely to resist change.  All too frequently, new leaders are thrown off balance by all of the demands they face, so it is important to have good self-management strategies, to practice personal disciplines and to be able to draw upon the support of an advice-and-counsel network.
8. Create an implementation plan.  A good tip is to create a personal implementation plan.  Before you step into your new office, write down the answers to these questions:  What do I wish to accomplish by the end of Day 1? Week 1? Month 1? Month 2? Month 3?
9. Expedite everyone.  Taking a new leadership role is an opportunity not only for you but also for members of the whole organization to take a fresh look at not only how they do business but also to implement well-needed and productive changes.  Most organizations operate on the principle of “sink or swim”, but forward-thinking people can pre-empt problems and plan their way to success.

Fredia Woolf, founder of Woolf Consulting, blogs to help people improve their workplace effectiveness and optimize their careers.  As an organizational consultant and leadership coach, she works with clients to increase insight, inspiration and impact. She can be reached at fwoolf@woolfconsulting.com.

#

Last updated on September 13th, 2010 at 07:57 pm