In my last post, I was asked how to grab the leadership bull by the horns when you suddenly find yourself thrust into a new position.
And I said the first 100 days are critical.
To review, you’ve got to have a plan, you’ve got to have dialogue…and as many one-on-one meetings as possible! If you haven’t read my comments yet, you can find them here.
Here are 7 more ways to “ace” that first 100 days:
1. Set expectations early. People want to know what you stand for. Let them know what’s important to you as a leader. I typically send a list of my top 10 expectations to my team in the first few weeks.
The worst thing you can do is leave them guessing.
2. Set an example. Your minimum behaviors will be your team’s maximum performance. If you expect people to be on time, you need to be on time. If you expect managers to get out of their offices, you need to be out of your office. If you expect people to wear their safety equipment, you need to wear your safety equipment.
You can’t lead people where you yourself aren’t willing to go!
3. Signal your priorities. If you spend the first two hours of each day on your computer and not with your team, they’ll notice. They’ll assume they’re not as important as your e-mail. If you’re all about the inventory numbers and not the on-time delivery results, they’ll think you don’t care about customers.
Always be aware…
Your actions telegraph your intentions.
4. Create a buzz. Do something to get everyone talking. Make it dramatic enough that it gets the point across instantly. Here’s an example. In one manufacturing plant, I had the maintenance team paint over all the signs for the reserved parking spaces for managers…mine included!
The message was clear:
No special treatment.
We’re in this together.
5. Communicate with employees regularly. Look, leadership changes can make people uneasy. Your employees will want to know, will there be any organization changes? What are your initial observations? How are things going?
TIP: Send a weekly e-mail to your team.
Let them know what you’re seeing and what they can expect. If there’s any void in communication, worry, speculation, and rumors will spring up in its stead.
6. Create the mood. Attitude is contagious. You need to be upbeat and “on your game” when you’re around your team – no matter what’s going on for you personally. Be empathetic when you have serious issues to deal with, of course. But if you’re consistently upbeat and in good spirits, the team will mirror your energy.
A leader who’s quiet, unresponsive, angry, abrasive or sarcastic, will suck the life out of any team. Always think about what mood you’re conveying.
7. Cast a vision. At the end of the first 100 days, your team’s strengths and weaknesses will be evident. The goal now is to communicate your vision for the future. Know where you want to go. Let your team “see” your vision in a way that’s clear and concise.
Setting the tone early is critical.
All eyes are on you as the new leader, so make it count.
Create a buzz, set an example, show your priorities, establish the mood and most of all…
All of the above will save your gluteus maximus down the line if and when you need to work as a team on the tough issues.
That’s all for today.
One more thing, if you haven’t already, be sure to get your copy of my book I Have The Watch by going here.
And if you buy it before October 30, 2019, and send me your receipt, I’ll send you a special 20-minute video interview I recorded called “Engage Your People, Or Die” that contains some of my best “shotgun” tricks for quickly bringing your team on side when your survival depends on it…because it does!
This recording is NOT for sale anywhere.
And I honestly think it’s some of my most valuable content on the subject…not that I’m biased or anything. 😉
I could probably charge as much as $49 for the video, but it’s yours FREE if you buy the book and send me your receipt by October 30th at 11:59 PM. Grab your copy today!