Entering a new executive position - as CEO, President, Vice President or Director - can be a daunting task. Expectations are high. The time period that an executive or CEO has to make an impact is shortening, and the failure rate is skyrocketing. Advance preparation and alliances are critical to ultimate success. Jump-start the first 90 days to establish leadership, develop credibility, and build your reputation.

Begin building a plan of action prior to Day One, so that you can make an immediate impact. Your goals are to gain trust, set standards, and keep communication open.          

Build Credibility

Gain a clear picture of the “lay of the land.”  Understand cultural strengths and weaknesses that support or undermine strategic goals. Forge constructive relationships with key power brokers and thought leaders – prior to Day One.

• Board: The respect and confidence of the board members is a top priority.  Top incoming executives must talk with all board members, but focus on the chairperson and key influencers. 
• Former Employees: Interview former employees. Ask the hard questions, as they are able to be most candid.
• Key Employees: Meet with key employees.  Employees start to make their decisions about your abilities and credibility the minute you walk through the door. Start early.
• Mentors and Allies:  Build a network of tactical advisors to fill the gaps in your knowledge.  Line up those who can help achieve your goals. Find a mentor outside the organization, and identify a political ally inside the organization.

Solidify the Mission

Focus internally to understand the character of the company.  Set the operational tenet from the start, clearly understand the competitive landscape, and know what you’d like to set in motion.

• Mission: The mission of the company includes the corporate vision and values.  It is the foundation of the strategic and operational goals that drive the organization.  Top executives should know the mission and seek to set this in conjunction with the Board and Executive team.   
• Goals and Financial Targets: Set competitive benchmarks, set achievable financial targets and plan out how to meet them. Start where you want to end up, set your own agenda, and attach timetables.  Identify short term, achievable wins that align with priorities.
• Culture:  The culture determines what gets done and how.  Be sure you’re able to leverage cultural drivers to achieve goals, especially during the first 90 days. Your effectiveness will be measured by how you understand and use the existing culture.

Establishing a Legacy

Planning your legacy will drive the strategy and goals you accomplish while in the job. Key components of this include:

1.       An enormous desire to win

2.       Satisfaction from getting things done

3.       Energizing others by being upbeat, ready to take on the tasks of the day, month, year

4.       Building and sustaining others’ momentum

5.       Being decisive on tough issues

6.       Empowering employees to get the job done, no micro-managing

7.       Making sure everyone follows through, no matter what
           

The former Chairman and CEO of Grand Metropolitan, Lord Sheppard, said, “If you don’t do it in the first 100 days, you won’t do it in 100 years.”  Don’t forget this reality as you begin to plan for Day One—probably your toughest assignment yet.

Tina Kerkam is President of Convergence Group LLC (www.convergence-llc.com), a strategic business consulting group that helps Fortune 1000 companies develop human capital management strategies that impact the bottom line.