![]() ![]() In this 30 day period things will come up that require your action, direction, or guidance. This will not only help you but will also build some trust between you and the team as well. Pro Tip: Remember, you are also using this opportunity to get familiar with your team, so lean on them and their expertise to educate you. You are still 100% learning and inquiring about things. Like a good detective, all you are doing is collecting information at this point. It is, however, still not time for changes or suggestions yet. Now is the time to start asking serious questions and digging into what they do. These next 30 days are all about interacting with the team and finding out more about their work. The first 30 days is used to let the ripples in the pond settle. The pressure your team will feel to try and impress and please new leadership will be immense, and it will impact their focus and priorities during this time. There will be a time and a place for addressing these things soon. Something you want to change…write it down. If you see or hear something you don’t like, or question, write it down. Pro Tip: Always keep a small notepad handy. Your job right now is to observe and get oriented, not direct and change. The first 30 days should be spent learning, so keep your suggestions and changes to yourself. Worry more about the people, the culture, and the environment than the processes and rules. The first 30 days (0-30):ĭuring the first 30, focus on learning names, job titles, duties, responsibilities, etc. Your leadership can be bold and intense, but it also needs to be introduced in small doses at a time for maximum effectiveness. By taking this patient approach, you create a team that is bought in to change instead of swooping in from above and imposing them to inevitable resistance. This process allots for 3 months of critical growth, understanding, and team cohesion. First 30 days, second 30 days (60) and then the last 30 days (90). How does it work? Well, the first 90 days are broken up into three segments. This is a process I’ve called the 30-60-90 Rule. I took the same approach with every single one. In my 12-year military career I led numerous workplaces, both large and small. You are a new wrinkle in the fabric of their everyday lives, and wrinkles must be ironed out. In my experience, any time I walked into a new workplace I took time to feel it out. As leaders, we want to be in front of the pack, not trying to rally from behind. Failure to do so only puts you behind, fighting harder than necessary just to catch up. Like a race, it’s important to come out of the gates correct. In other words, it takes time to get comfortable, and time takes patience.Īs stated above, getting off on the right start is difficult but incredibly important. Further, 57% of executives that attended an IMD event said that it took them six months or more to effectively assume their new role. Success or failure during the first few months was also shown as a strong predictor of overall performance in the role. A Smooth TransitionĪn International Institute for Management Development (IMD) survey of 1,350 HR professionals showed that transitions into new roles are the most difficult times in leaders’ professional careers. This phase of new leadership is critical to team cohesion and success, both short and long term. It’s a discovery time for the members of the team, and just as much as they need time to feel you out, you need time to do the same with them. ![]() No need to over complicate it with making waves and shaking things up. There are a lot of misconceptions, and confusing times ahead. This transition is tough, and a lot of people fail at it. However, being driven solely by that energy and not taking a step back first is the first step to failure, and going in guns blazing can get you off on the wrong foot. When entering a new job, the energy, excitement, and environment should fire you up and have you ready to roll your sleeves up and get to work.
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