It’s Not the First 100 Days, It’s What Comes Next.

When I look back at my work with executives, I see that several of my clients came to me as they began their first 100 days in their new roles.

These are the individuals who have stepped into a new leadership gig, and we've worked together for several sessions as they've immersed themselves in their environment. Often, it's their first time at this level.

But what happens after the Honeymoon Period? Does development come to a grinding halt? Should it?

The answer is a resounding no: leadership issues and challenges have a habit of cropping up after the initial quarter. Always. Well, let's say it's as certain as Ange Postecoglou coaching a team to a trophy in his second year - so definitely!

However, it's possible to renew your vows, so to speak.

There's a lot written about the first 100 days of a leadership gig, and as I often work with leaders in that domain, I know it's a crucial time.

What you do in the first 100 days can have a significant impact on the next three years. Still, it has been given an importance that, in reality, is not entirely justified.

McKinsey research found that 92% of external hires and 72% of internal hires require more than 90 days to reach full speed. In fact, 62% of external hires admitted that it took at least six months for them to feel as though they'd made a real impact in their leadership.

My view? It's more like a year before you really feel like your feet fit under the desk.

Many people I work with are so concerned about the initial days that they lose sight of the bigger picture — a leadership legacy that is built long after.

And what if the 100 days don't go as you planned? Is all lost?

Conspicuous quick wins are alluring, but focusing solely on these runs the risk of neglecting and ignoring culture and context.

Additionally, sometimes your primary focus is to bring to life projects or priorities that existed before your appointment, which puts all other plans on hold and makes your impact feel muted.

Impact implies results, but how does one quantify or qualify connection? Many 100-day plans focus on identifying stakeholders and building relationships, which is long-term work, as trust doesn't happen overnight. One hundred days is just the start. This period offers a taste of culture and provides some insight into addressing organisational gaps, albeit limited.

People issues, the ones that are embedded and insidious, will be evident, but their scale might not be. Beyond the first 100 days, you need to continue building relationships, tracking success, and focusing on continual yet sustainable growth and development through reflection.

It's a time for considering capacity and capability building, succession planning, and performance management in a way that aligns with the organisation's desired culture.

So, how do you renew your vows and keep that lovin' feeling for your work?

Using the services of a trusted advisor - a sounding board to explore the strategic, operational, and human aspects of your role in a safe space where you can be curious, to ask questions that may not be professionally appropriate in the midst of the workplace, nor with your colleagues.

That's the secret sauce. It always was for me as a CEO, and I want that for you, too.

To find out how I can best support you, either pre- or post-the first 100 days, message me here.