The New Leader's 100 Day Action Plan

1. Executive Summary - An "On-Boarding" process for leaders at every level.PART I: BEFORE YOU ACCEPT A NEW LEADERSHIP ROLE.2. SELL Yourself First - How to negotiate for a leadership position.TOOLS.2.1 Five Step Career Plan Worksheet.2.2 Negotiating Worksheet.3. Do your DUE DILIGENCE - Make sure the job, the culture and your new boss fit your strengths and weaknesses.TOOLS.3.1 5Cs Situation Analysis Guidelines.3.2 SWOT Form.3.3 Due Diligence Checklist.PART II: THE 100 DAY ACTION PLAN.4. You must start BEFORE DAY ONE - Especially with your boss and Key Stakeholders.TOOLS.4.1 100-day Checklist.4.2 Stakeholder List.4.3 On-Boarding Conversation Framework.4.4 Relocation Checklist.4.5 On-Boarding Checklist for HR.5. Decide How to ENGAGE the New Culture- Assimilate, Converge & Evolve, or ShockTOOLS.5.1 ACES Framework.6. Take control of DAY ONE - Make a powerful first impressionTOOLS.6.1 Day One Checklist.6.2 New Manager Assimilation Session.7. Get Buy-in for the One BURNING IMPERATIVE and Create the New Strategy (by day 30).TOOLS.7.1 Imperative Workshop8. Use key MILESTONES to drive team performance (by day 45).TOOLS.8.1 Milestone Management WorksheeT.9. Invest in EARLY WINS to build team confidence (by day 60).TOOLS.9.1 Team Charter Worksheet10. Get the Right People in the Right Roles (by day 70)TOOLS .10.1 Performance/Potential Grid.11. Shape the team CULTURE with an on-going communication campaign (throughout your first 100 days)TOOLS.11.1 Communication Campaign Milestone Guidelines.11.2 Culture Change Management Worksheet.11.3 Communication Planning Tool.PART III: WHAT LEADERS KNOW.12. ADJUST to the inevitable surprises.TOOLS.12.1 Crisis Management Checklist.12.2 Crisis Communication Checklist.13. AVOID the most common mistakes.TOOLS.13.1 The Seven Risks of On-Boarding.14. BUILD Loyalty, Trust and CommitmentAppendices.Team, Marketing and Strategic PlanningTools useful across stepsAppendix I: Strategic PlanningAppendix II: SIPOC Tool.Appendix III: Decision Making

George Bradt is the founder and Managing Director of PrimeGenesis, the premier executive transition consultancy. He is also a former executive at Unilever, Procter & Gamble, Disney, Coca-Cola, and J.D. Power and Associates.

Jayme A. Check is a founding Partner of PrimeGenesis and founder and President of Quantum Leap Associates. He codeveloped PrimeGenesis's executive transition acceleration methodology. He has held executive positions in sales, business development, and strategy at several high-profile companies.

Jorge Pedraza is a founding Partner of PrimeGenesis and a founder of Unison Site Management, a specialty finance company in the wireless telecommunications field. He has worked in strategy and business development in the world of new media at Concrete, Guidance Solutions, and Le Monde Interactive.

For more information, please visit www.wiley.com/go/primegenesis.