THE FIRST 100

Moving into a new role is a high-stakes event -  for you, the team and the organization. In fact, executives rank the challenge of transitioning to be higher than bereavement, divorce and health issues. 

Learn how to build early momentum and avoid missteps in the First 100 Days.

0520-SinkorSwim.jpg

BETTER BOSS RESOURCE

7 STRATEGIES TO HELP YOUR NEW HIRE THRIVE.

You've hired your new leader. But will they be successful? You play a critical role.

 

This starter guide will help you accelerate the performance of your new leader and benefit from early momentum. 

danielle-macinnes-IuLgi9PWETU-unsplash.j

BEST START RESOURCE

STARTING A NEW ROLE?

Early days in a new role can feel like you are drinking from the firehose. Ask yourself these 9 questions to prepare yourself to face the challenge of your first week.

 

Starting a new job during COVID?

Do you find yourself asking these questions:
- Will I make a great first impression?
- Will I be able to meet the expectations of my new boss?
- How will I connect with my team when starting remotely?
- How will I step up into new responsibilities?
- Will I be successful?

A new role can be stressful. My First 100 Kick-Start Program is specifically designed to give you the benefit of working with a performance coach in an affordable and high-impact package.

Three high-impact sessions, scheduled at critical new role milestones, to have you off to your best start.

When You Start a New Job, Pay Attention to These 5 Aspects of Company Culture. [HBR]

All too often, employees struggle to understand the cultural norms of their new organizations, leading to a variety of workplace conflicts. To set yourself up for success, the authors suggest paying close attention to five key dimensions of your new company’s culture.

Starting a new role - remotely [HBR]

Out of sight doesn’t have to mean out of mind.

Stepping into a leadership role? Be ready to tell your story. [HBR]

Hit the ground running with a thoughtful personal pitch.

How to build a killer 100-day executive onboarding plan. [Fast Company]

More than a dozen chief human resource officers from top companies offer advice on how to set yourself up for success in a new leadership role.

Promoted From Peer To Leader?  [Forbes Coaches Council]

17 Ways To Make A Smooth Transition

How to ensure your success in a newly created role. [Hays]

There can also be some very real challenges that come with life in a newly created role, especially if the job responsibilities are not clearly defined. Here are seven things you should do to ensure success in a brand new role.

ACCELERATE YOUR PERFORMANCE

thefirst90days.jpeg

The First 90 Days

The world’s most trusted guide for leaders in transition.

transitions-at-the-top.jpeg

Transitions at

the Top

An insightful, informative guide to navigating a change in leadership. 

High stakes role?

Did you know that 83% of promoted leaders feel unprepared for the challenges of their new role and nearly 50% of externally hired leaders don't make it to 18 months? Could you benefit from an ally in your early days?

Discover how a coach can help you avoid early missteps and help you to accelerate your performance. 

Onboarding a New Leader — Remotely [HBR]

Six steps to take when remotely onboarding a new leader.

7-Ways to Set Up a New Hire for Success. [HBR]

No one has a bigger impact on new employees’ success than the managers who hired them. 

Onboarding isn't enough. [HBR]

Newly hired executives need to be fully integrated into the company’s culture.

Internal Hires Need Orientation Too [HBR]

A promotion should be much more than a change in title and paycheck — it requires a transition like any other role.

BETTER BOSS RESOURCES

Failed transitions cost the organization up to 10X salary, not to mention the damage to reputation and morale. 

What will it cost you, your team and your organization?

Discover how Leader Acceleration Coaching can dramatically improve the odds of success.

BECOMING A LEADER

Becoming the boss. [HBR] 

The earliest test of leadership comes with that first assignment to manage others. Most new managers initially fail this test because of a set of common misconceptions about what it means to be in charge.