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The first 100 days of the leader. Walkthrough Recommendations

To successfully complete the initial period of work (the first 100 days) of the head in a new position, we give a number of recommendations.

1. Accept business. If a ceremony of receiving and transferring cases is provided, then start with them, although the hopes for this procedure, as a rule, are not justified, especially since you are already in the place for which you are responsible and there is no turning back. It happens that the acceptance of cases consists of a couple of meetings with the previous leader, possibly with a challenge and a short discussion of the situation with the superior. Yes, and the document on the reception of cases (if one is provided for) formally draws a line under your doubts and hesitations, everything is already behind, the Rubicon is crossed, now only forward.

It is clear that this form is not acceptable for financial affairs or material values, here you need to be very careful and formalize and take everything as possible on the basis of documents (balance sheet, balances, accounts, inventory, …).

2. Introduce yourself to the staff. After coming to a new position, the manager should hold the first meeting with the employees without delaying this event and warning subordinates about it in advance, even if you have grown to the head of the same enterprise, but have not come from the outside. Usually the higher management will formally show you to employees on the first day (in addition to telling you your name, and the authorities hope for you and your subordinates, you can’t expect more from such a view).

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The new boss sitting in the office without a call, summoning employees through the secretary and occasionally lowering the directives, either despises or fears his subordinates, which will certainly be noticed and discussed.

Therefore, a conversation with the team on your initiative will be useful to create a good basis for further collaboration. At such a meeting, it is advisable to make a brief report, tell about yourself, about the life path as a leader, specialist and person (about marital status – it is necessary), in general form, outline your approaches to working in this position. It is appropriate to state that your goal is not to break and rebuild, but to develop and improve the activities of the company (unit), with the active participation and in the interests of employees, too.

Well, about that which is met by clothes, but escorted by the mind, one should not forget when preparing such a meeting.

3. Have a plan. It should not be considered that it makes no sense to plan until you take the required post, to hope that on the spot it will be clear what, when and how to do it. Your goals in your new position and action plans must be set before you are appointed. You must develop a separate plan for the initial period of activity, as part of your big plans for work in this company (division).

It is desirable to have a plan written on paper, memory can fail, and you will move under the pressure of circumstances, believing that this is your plan, forgetting why and why you were striving for a new post. Your personal plan as a working document should always be at hand, maintained in an up-to-date state, and it should be constantly brought into line with your understanding of the situation, through systematic monitoring of execution and adjustment of the results.

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Such a plan will help you successfully pass the initial period, after which, with formal approval in a new position, you can begin to implement your big plans.

4. Lead – do the work with the hands (brains) of subordinates. If you do not understand or forget for a long time that your job is to do your work with the hands of subordinates, then this circumstance will very soon become a source of big problems. Not to work for subordinates, but to organize and ensure their effective work is the first condition.

Which can sometimes be violated – and this is quite acceptable – when you have to demonstrate, for example, your own technical competencies or show the performance class, so that it will be clear to your employees that the boss is a trained person in the business that he runs.

And the initial period of work is most suitable for such a lesson. But there is a temptation to fulfill their duties for subordinates, especially in conditions of time pressure, when it is urgent to issue some important document or other result, with your distrust (possibly unreasonable) of employees. In addition, the systematic desire of a manager to perform work may also indicate an attempt to compensate for this with his managerial shortcomings and shortcomings. There is one principle – everyone must do their job, which means that the boss must lead.

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