Transcription
The Critical First 100Days of aLeader/Implementation– New Assignment,Role or Project LaunchScott HamiltonPresident & CEOExecutive NextPractices InstituteManaging Director,NextWorks
HR Strategy Certified Session
Scott Hamilton.
AgendaLet’s calibrate to your expectations 100 day to 1000 day implementation excellence New roles, assignments, projects Integrates with afternoon session on customer,strategy and workforce alignment (HRCentricity)
The IssueFor a leader,success or failure ismade in the first100 days.Project, role,assignment, initiative
Your Personal Challenge?What are the biggest challenges that you wouldexpect to face in the first 100 days of a launch?What has been your organization track record ofmanaging change in general, adoption of newsystems and practices specifically?
Next PracticesIdeas, processes, concepts andsolutions that move us beyond the“status quo”.Not “how are others doing it best” butrather, “where do we go from herethat represents a true fundamentalshift in value”
.
Executive Next PracticesInstitute(C-Suite Think Tank).
Our Clients & Partners
ENP Forums
.Time to re-think Onboarding?
Kevin Kelly, CEO Heidrick &Struggles40% of new leaders pushed out, fall out,quit. In the first 18 months of a new role orassignment- Critical implications fordomestic & international assignmentsand client success
. C-Level Exits 2013CEOCFOCIOCMO48 months36 months30 months18 months124 CEOs out in August 2013
The CEO Unintended ExitStrategy
The Top 5 Fails1.2.3.4.5.Tried to do too muchDid too littleOperated in a vacuumMy way or the highwayPolitically/culturally tone deaf
The 100 Day Implementation Plan1. Where do I start?2. Not just skills & competencies, butgaining buy-in3. Promoting value AND executionexcellence4. Get moving- focus, accountability,urgency
Introducing Global Leader 100
A Call to UrgencyNext 32 Business Days:1. What are you trying to launch?2. Who else should be involved- marketing,operations, finance, others?3. Who is your sponsor/champion- preferenceto operational C-level type person?4. Charter statement?5. Metrics (Outcomes to define success?)
The 100 Day Implementation Plan1. What is the size of your projectpeople impacted, ?2. What resistance have youencountered in the past to projectimplementation, acceptance?3. How will you know you aresuccessful (metrics)4. How fast can you accommodatechanges- structural, process wise?
Measureable Dimensions ofleadership/assignment successFinancial contribution to the company (ROI)Adds and builds brand value- at the local levelDevelops teams and contributorsPersonal development and valueRegulatory excellence and political image
Global Leadership SuccessFrom the Organization perspectiveKey business objectives met or exceeded, ontime and in budgetCompany brand and image enhanced at thelocal levelLeader met personal goals and demonstratedROICompany gained a team with broadercapability
Global Leadership SuccessFrom the Team perspectiveProductivity and effectiveness (ROI)Execution capabilityIndividual developmentBrand ambassadors to customers andcommunity
Global Placement SuccessFrom the Community perspectiveCompany leadership positively impacts localeconomy, employment, cultureCompany leadership builds local talent forlong term contributions to local andinternational economy and vitalityAssignee bridges gaps in communicationsand promotes cultural understandingRegulatory compliance and political “image”
The 100 Day Implementation Plan1. Where do I start?2. Not just skills & competencies, butgaining buy-in3. Promoting value AND executionexcellence4. Get moving- focus, accountability,urgency
Global Leader 100 Plan
What are your outcomes?
Pre-100 Day Launch Focus on Brand
What is your Personal “Brand”?What will be said within the organizationregarding your personal leadership?
Brand DefinitionA brand is any proprietary visual, emotional,rational or cultural image associated with acorporation, product or service or individual.
VRIO Model ValuableRareCostly to ImitateOrganizationally Leveraged
First 40 days
Influence MapWhom does he or she influence, and whoinfluences him or her?How strong is that influence?What is the history of each relationship?How does this impact overall influence?What role does hierarchy play in theamount of influence?
Next 60 Days- Action Based.
. .
A Plan for Success
Rule # 1It is not about you, it is about howeffectively you unleash the collectiveintellect, energy, passion, focus andmeasurable results of the entireorganization.
Rule # 2Your implementation must sparkaccountability, adaptability, urgency andinitiative.
Rule # 3A good plan, well executed, with a senseof urgency, trumps the perfect plansitting on the shelf
A Call to UrgencyNext 32 Business Days:1. What are you trying to launch?2. Who else should be involved- marketing,operations, finance, others?3. Who is your sponsor/champion- preferenceto operational C-level type person?4. Charter statement?5. Metrics (Outcomes to define success?)
Thank You!Options:Personal 30 minute assessmentExecutive Team 100 Day WorkshopScott Hamilton, CEOExecutive Next Practices InstituteManaging Director, NextWorks Scott.Hamilton@enpinstitute.com 888.857.9722
The 100 Day Implementation Plan 1. What is the size of your project- people impacted, ? 2. What resistance have you encountered in the past to project implementation, acceptance? 3. How will you know you are succes
