Given the general acceleration of things, the “first 100 days” as a measure of an executive’s effectiveness, first used in 1933, has sped up.
So how would that work for a new CEO?
- The board provides information up front. What will the CEO inherit, for real? Will the senior team stay? Do the directors want disruption or calm?
- The hiring process must be even more rigorous. If each finalist is expected to provide a detailed strategy for the first 10, 90 and 180 days, all of them would need enough data and access to come up with a plan.
- The CEO has to jump the gun. Supposing that suppliers or staff are to be changed, the board needs to decide if those actions can be taken before the chief executive’s first day.
For instance, Marissa Mayer’s decision not to support BlackBerry devices at Yahoo could have come much earlier than the six-month mark, signaling her intention to focus on the most advanced technologies.
— Adapted from “What You Should Accomplish in Your First 10 Days,” Eric McNulty, strategy + business.
- Staff who quit over benefit changes can earn unemployment
- Balance intense, bottom-line focus with a dose of fun
- Want to get bosses' attention on bias problems? Remind them they can be held personally liable
- To prevent retaliation claim, check back within weeks following employee's complaint
- Meticulous performance, records win promotion cases