The Critical First 100

Days of a

Leader/Implementation

– New Assignment,

Role or Project Launch

Scott Hamilton President & CEO

Executive Next Practices Institute

Managing Director,

NextWorks™

HR Strategy Certified Session

Scott Hamilton .

Agenda

Let’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 (HR

Centricity)

The Issue

For a leader,

success or failure is

made in the first

100 days.

Project, role,

assignment, initiative

Your Personal Challenge?

What are the biggest challenges that you would

expect to face in the first 100 days of a launch?

What has been your organization track record of

managing change in general, adoption of new

systems and practices specifically?

Next Practices

Ideas, processes, concepts and solutions that move us beyond the

“status quo”.

Not “how are others doing it best” but rather, “where do we go from here that represents a true fundamental

shift in value”…

. .

Executive Next Practices

Institute

(C-Suite Think Tank)

.

Our Clients & Partners

ENP Forums

.

Time to re-think Onboarding? .

Kevin Kelly, CEO Heidrick &

Struggles

40% of new leaders…pushed out, fall out,

quit.. In the first 18 months of a new role or

assignment- Critical implications for

domestic & international assignments

and…client success

C-Level Exits 2013

CEO 48 months

CFO 36 months

CIO 30 months

CMO 18 months

124 CEOs out in August 2013

.

The CEO Unintended Exit

Strategy

The Top 5 Fails

1. Tried to do too much

2. Did too little

3. Operated in a vacuum

4. My way or the highway

5. Politically/culturally tone deaf

The 100 Day Implementation Plan

1. Where do I start?

2. Not just skills & competencies, but

gaining buy-in

3. Promoting value AND execution

excellence

4. Get moving- focus, accountability,

urgency

Introducing Global Leader 100

Next 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- preference

to operational C-level type person? 4. Charter statement? 5. Metrics (Outcomes to define success?)

A Call to Urgency

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

successful (metrics)

4. How fast can you accommodate

changes- structural, process wise?

Measureable Dimensions of

leadership/assignment success

Financial contribution to the company (ROI)

Adds and builds brand value- at the local level

Develops teams and contributors

Personal development and value

Regulatory excellence and political image

Global Leadership Success

From the Organization perspective

Key business objectives met or exceeded, on

time and in budget

Company brand and image enhanced at the

local level

Leader met personal goals and demonstrated

ROI

Company gained a team with broader

capability

Global Leadership Success

From the Team perspective

Productivity and effectiveness (ROI)

Execution capability

Individual development

Brand ambassadors to customers and

community

Global Placement Success

From the Community perspective

Company leadership positively impacts local

economy, employment, culture

Company leadership builds local talent for

long term contributions to local and

international economy and vitality

Assignee bridges gaps in communications

and promotes cultural understanding

Regulatory compliance and political “image”

The 100 Day Implementation Plan

1. Where do I start?

2. Not just skills & competencies, but

gaining buy-in

3. Promoting value AND execution

excellence

4. 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 organization

regarding your personal leadership?

Brand Definition

A brand is any proprietary visual, emotional,

rational or cultural image associated with a

corporation, product or service or individual.

VRIO Model

• Valuable

• Rare

• Costly to Imitate

• Organizationally Leveraged

First 40 days

Influence Map

Whom does he or she influence, and who

influences 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 the

amount of influence?

Next 60 Days- Action Based

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.

• .

A Plan for Success

Rule # 1

It is not about you, it is about how effectively you unleash the collective intellect, energy, passion, focus and measurable results of the entire organization.

Rule # 2

Your implementation must spark accountability, adaptability, urgency and initiative.

Rule # 3

A good plan, well executed, with a sense of urgency, trumps the perfect plan sitting on the shelf…

Next 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- preference

to operational C-level type person? 4. Charter statement? 5. Metrics (Outcomes to define success?)

A Call to Urgency

Thank You!

Options:

Personal 30 minute assessment

Executive Team 100 Day Workshop

Scott Hamilton, CEO

Executive Next Practices Institute

Managing Director, NextWorks™

Scott.Hamilton@enpinstitute.com

• 888.857.9722

•