Text knode: First_100_Days

Fact No	Subject	Verb	Object	Weight
1	you	starting	to grasp the challenges of your new job-may	1
2	first few months as CEO-the time	turn out	to be the most crucial three months in a tenure	1
3	first few months as CEO-the time	turn out	might last	1
4	formal decisions, informal behavior, and symbolic acts	will be	closely scrutinized by everyone with an interest in your company: employees, customers, shareholders, investors, and competitors	1
5	you	establish	expectations	1
6	you	communicate	directions for the new leadership group	2
7	Everything	will send	messages	1
8	first 100 days	represent	unique window of opportunity	1
9	you	consult	on your first decisions	1
10	People	will rush	to categorize you as fair or arbitrary, and, most importantly, as either a visionary leader or a cautious bureaucrat	1
11	breakneck speed	will allow	to ease into your new role	1
12	breakneck speed	will allow	you little time	1
13	key to your success	is	to approach this crucial time in a systematic way	1
14	you	form	strategy to reach your goals	1
15	transition to CEO	is	no different	1
16	you	navigate	transition process	1
17	experience with more than 100 CEOs of major corporations	indicates	that you can arm yourself with strategies, principles, and prescriptions that will help	1
18	you	guide	yourself through five critical areas that will demand most of your attention	1
19	You	will need	creating a plan, evaluating personal attributes, engaging key constituencies, extending your leadership reach, and anticipating pitfalls	2
20	Henry Schacht	has led	massive change at two very different	1
21	you	want	to spend your time	1
22	lot of things	are going	to go untouched for long periods of time, so	1
23	it	take	for the foreseeable future	1
24	agenda	etc.-is	less important than the plan itself	1
25	contents of a new CEO's plan	will vary	from one organization and situation to another	2
26	one thing	remains	constant: the need for an integrated design that weaves together and addresses each of the major elements of the organization, such as strategy, structure, work processes, leadership, culture, etc.	3
27	range of possible approaches to any new situation	is	incredible	1
28	only way to know how to start	is	by carefully diagnosing the situation	1
29	you	undertake	organizational assessment of the company	1
30	result of this assessment	should be	roadmap	1
31	you and your senior team	can use	make rapid course corrections when needed	5
32	you and your senior team	can use	to monitor the organization's progress	5
33	Both the assessment and the development of the plan that flows from it	should involve	executive team and other key opinion leaders	6
34	challenges and opportunities	facing	organization	1
35	energizing	activity-signaling	intent to listen to others and to build your vision on a solid understanding of the challenges and opportunities	1
36	this assessment	can be	energizing	1
37	you	make	assumptions based on incomplete information, past experiences, or hunches	1
38	about organizational performance in terms of a framework	known	as the congruence model of organizational behavior	1
39	we	find	In conducting a broad assessment	1
40	we	find	it helpful to think about organizational performance in terms of a framework	1
41	This model	can be	convenient way for you to accurately grasp the lay of the land	1
42	you	working not	working well in your organization	1
43	This model	views	organization as a system that translates strategy into performance through the interaction of four basic components	1
44	pair of components within the system	achieves	congruence	1
45	degree to which each pair of components within the system achieves congruence, or "fit	will determine	organization's ability to meet its strategic objectives	1
46	you	take	initial in-depth look at the organization	1
47	you	have conducted	assessment of your company	1
48	it	is	time to create a short-term plan that will set the stage for your long-term agenda	1
49	To ensure that you move with purpose-and that others move along with you-it	is	important that you translate your goals and priorities into a plan for action that can be used both to direct and mobilize the organization	1
50	you	want	to take the organization	1
51	People	need	to have a clear sense	1
52	well-defined roadmap	ensure	that attention will stay focused on the vital few initiatives that will have the greatest impact on organizational performance	1
53	well-defined roadmap	can help	point the way	1
54	you	implement	roadmap for the organization	1
55	you	can turn	to other areas that need your attention, beginning with an assessment of your own leadership abilities-how your personal strengths	2
56	you	have been striving	to reach for most of your career	1
57	Attaining this position	is	pinnacle	1
58	you	are preparing	to implement your roadmap	1
59	you	will play	roles	1
60	first step	is	reacquaint yourself with your strengths and weaknesses	1
61	first step	is	to assess the personal traits that have brought you to this point	1
62	experience	suggests	that the following personal characteristics are particularly valuable for new CEOs	1
63	CEOs	are	particularly strong at some aspect of the job-making bold moves perhaps, or managing operational performance, or articulating an inspiring vision	1
64	it	plays	to your towering strength	1
65	change	alters	rules of the game	1
66	you	switch	gears	1
67	you	do	other things well so	1
68	you	getting rattled	by pressure and adversity	1
69	You	should avoid	losing touch with your own sense of perspective and common sense	1
70	ability	convey	sense of acting and responding as a genuine person	1
71	they	are cloaking	to shield their true thoughts and emotions	1
72	Effective CEOs	avoid	giving the impression	1
73	Effective CEOs	avoid	are cloaking	1
74	you	open up	to people to an unusual degree	1
75	sense of humor-particularly one	allows	for occasional and gentle self-deprecating remarks	1
76	everyone	maintain	perspective during pressure-filled periods	1
77	sense of humor-particularly one	plays	key role in helping	1
78	It	convey	that you not only understand others' problems but also somehow share their experience and emotions	1
79	members of each CEO constituency	look	for signs that the CEO truly understands the depth of their concerns	2
80	people	feeling	that even a brief exchange was a meaningful interaction, not a perfunctory ritual	1
81	capacity to leave people	is	invaluable	1
82	you	assess	yourself against these traits	1
83	you	received	in the past, including data from formal and informal sources, such as performance reviews, 360-degree feedback processes, and other developmental experiences	1
84	You	may want	reflect on the feedback	1
85	you	are coming	to your CEO role as an insider or an outsider	1
86	you	need	to consider the advantages and pitfalls that come with either perspective	1
87	insider	taking	reins	1
88	you	are	insider	1
89	you	be	aware of the following perceptions and the advantages	1
90	You	have	intimate knowledge of your company	1
91	you	take	over the top leadership role	2
92	They	trust	that your years of experience will serve you-and them-well	1
93	you	have been	part of this enterprise for some time	1
94	you	know	culture inside out	1
95	You	built	from years of service	1
96	You	have	presumed passion for the company	1
97	you	would have accepted	role of CEO	1
98	leading it-and	accepting	accompanying challenges	1
99	You	being	being an insider	1
100	People	have spent	years in the mainstream of an organization's culture	1
101	People	are bound	to find that some decisions take a heavy personal toll	2
102	he	became	CEO	1
103	Steve Ballmer	had been	with Microsoft Corporation for 20 years	1
104	personnel decisions	were	difficult	1
105	you	do not keep	people	1
106	they	been	around a long time	1
107	you	have	to understand that it's the right thing	1
108	them and it	is	better for the company	1
109	it	is	generally laudable to be familiar with your employees' personal situations, career aspirations, dreams, and disappointments	1
110	that familiarity	can be	powerful obstacle to making tough decisions	1
111	Outsiders	face	set of opportunities and challenges	1
112	very act of appointing an outsider as the CEO	signals	that the company should brace itself for change	2
113	people	will be	better prepared for implementation of your roadmap	1
114	employees	hiding	behind the "HP Way	1
115	Carly Fiorina	found	employees	1
116	doctrine	handed down	from the company's founders	1
117	phrase 'the HP Way	became	way of resisting change and resisting radical ideas	1
118	I	been	able to do as an outsider	1
119	One of the things	is challenge	it	1
120	You	face	small window of opportunity at the start of your tenure	1
121	outsiders	can face	significant challenges	1
122	you	have gained	solid reputation from your work in other companies	1
123	you	face	daunting but necessary challenge of establishing credibility	1
124	you	are	unknown quantity within your new organization	1
125	You	may be perceived	as a breath of fresh air	1
126	they	will question	motives behind most of your actions	1
127	you	are going	to fit within the organization, which means	1
128	onus of helping your employees	get	to know you	1
129	you	will	at other times	1
130	you	will have	to consciously reach out early in your tenure more	1
131	It	is	important that you find people within the organization you can trust and depend on	1
132	you	make	premature decisions about this	1
133	it	is	gradual process	1
134	you	intend	to change things	1
135	installation of a new CEO	triggers	organizational dynamics	1
136	you	find	in any change situation	1
137	People	become	anxious	1
138	new CEO	will favor-and	at whose expense	1
139	Corporate politics	hit	fever pitch with everyone	1
140	you	follow through	on your roadmap	1
141	degree of change	will be	inevitable	1
142	you	achieve	goals	1
143	you	drive	this change	1
144	change	happen	to make	1
145	change	happen	succeed	1
146	change	happen	it	1
147	change	endorse	it	1
148	Key leadership	must be engaged	to make	2
149	most people	agree	with the need to ensure appropriate involvement	1
150	few top leaders	practice	it	1
151	lengthy processes	involved	in reaching important decisions	1
152	people	fail	to remember the lengthy processes	1
153	it	takes	to evolve �Top leaders often	1
154	they	consider	to be compelling information in front of people	1
155	they	ignore	deep-seated emotions that are inevitably tied up in decisions about the course of the organization	1
156	decisions	affecting	lives	1
157	they	had	influence over decisions	1
158	you	involve	more and more people in the change process	3
159	This feeling	comes	from having to start over with waves of people who become involved gradually over time	1
160	vision	is	constantly criticized, questioned	1
161	people	were involved	in the original decisions	2
162	people	continue	to use their shared understanding of the guiding vision behind the change to keep it alive and on course	2
163	Everyone	involved	in making key decisions about change	2
164	them	make	appropriate moves at each step	1
165	Everyone	must have	full range of information that will enable	1
166	senior management	wants	to withhold information and times	2
167	senior management	wants	wants	1
168	People	are not	dumb-they	1
169	Management	builds	trust and credibility by sharing information	2
170	anxiety and uncertainty	created	by the dissemination of that information	1
171	fear and confusion	emanating	from the rumors and gossip that are sure to be flying around	1
172	anxiety and uncertainty	is	likely to be less damaging than the fear and confusion	1
173	top management	making	important decisions	2
174	top management	engage	actively in free, open, and informed debate on a wide range of alternatives	1
175	It	is	human nature to seize upon the first available solution that meets our minimal requirements	1
176	you	are	aware that your personal traits can help	1
177	you	have developed	roadmap	1
178	it	is	time to turn your attention to the stakeholders	1
179	you	need	to actively involve people in planning new directions and implementing your roadmap at their levels	1
180	you	identify	most important key messages	1
181	it	focus	energy and attention	1
182	Effective CEOs	must exercise	power in a focused and aggressive way	1
183	CEO	is required	to serve	1
184	It	has	to do with the multiple constituencies	1
185	Picture yourself	positioned	at the center of a collection of constituencies	1
186	it	expects	from you as CEO	1
187	constituency	transmits	set of expectations regarding the behavior and performance	1
188	constant part of your job	is	to find the proper balance among those varied, and sometimes conflicting, expectations	1
189	important constituencies	are	fairly universal	1
190	you	must manage	set of value-chain constituencies, which include the financial community and customers, and a set of social constituencies in the form of government, regulators, communities, and society at large	1
191	constituency	will experience	seriously heightened uncertainty, or lack of clarity, about the future	1
192	all the constituencies	are	important	1
193	it	focus	personal energy and attention on the demands of a limited group of constituencies-those	1
194	we	would argue	that it is absolutely essential for you to focus personal energy and attention on the demands of a limited group of constituencies-those that no one else in the organization can address adequately	1
195	employees	will be looking	to you for the direction and personal interaction that only you can provide during your first days as CEO	1
196	you	can count	on this: The Board, the executive team	5
197	roadmap	should include	strategy for engaging these key constituencies	1
198	you	need	to determine how and when to seek their input and advice	1
199	Time management	is	powerful but under-leveraged tool	2
200	Few new CEOs	capitalize	to propel their agenda	1
201	Few new CEOs	capitalize	on the potential of communication	1
202	Successful communication	will change	won't	1
203	Successful communication	starts	with a clearly articulated vision and strategy	1
204	enterprise	change	under its new leadership	2
205	structures and reporting relationships	be	redrawn	1
206	new strategy	require	people with different skills and backgrounds	1
207	significant change	is	in order	1
208	successful communication	requires	multiple layers of consistent yet carefully targeted messages, and ways to engage people in a dialogue rather than just imparting information	2
209	first level	requires	single compelling story that convincingly lays out leadership's view of the changes	2
210	you	will have	to select the appropriate balance of urgency and optimism	1
211	you	tailor	this universal story for each of your internal and external constituencies	1
212	It	understand	group's particular concerns and information requirements, as well as your own goals for gaining support and commitment from each	1
213	messages	are	consistent yet customized	1
214	communication plan	should map	to create an integrated plan that ensures	1
215	communication plan	should map	points of similarity and conflict	1
216	third ingredient	is	deliberate plan for getting the messages out and making them stick	1
217	You	may want	help with road shows, speeches, intranet and Internet communications	1
218	help	thinking	through the best ways to encourage open and action-oriented dialogue about the changes	1
219	You	will require	implement a comprehensive plan that takes into account such critical issues as timing, resources, feedback processes, and links to other change management teams	3
220	You	will require	support and guidance of your own senior staff and communication professionals	1
221	It	includes	right mix of vision and strategy, multilevel message development, and a well-conceived, well-executed planning process	1
222	It	starts	with a clear understanding of its potential as a driver of change	1
223	you	need	to engage them through effective communication	1
224	it	merits	significant amount of your time	1
225	effective executive team	is	potentially your greatest source of leverage for implementing your agenda	5
226	It	go	to engage senior managers	1
227	executive team	must become	extension of your personal leadership, a force that projects your vision, values, objectives, and requirements out into the organization	8
228	business	is not run	by one person	1
229	It	run	by teams	1
230	people	execute	them	1
231	people	understand	them	1
232	job	is	to set the objectives	1
233	job	is	get	1
234	Part of your responsibility	is	to build a team whose members possess the skills, experience, and personal characteristics to satisfy two needs	5
235	technical and managerial expertise	required	to enable the organization to meet its strategic objectives	1
236	they	share	technical and managerial expertise	1
237	they	should balance	professional skills and personal characteristics	1
238	they	complement	professional skills and personal characteristics	1
239	team	needs	to become a high-performing outfit-now	5
240	team	needs	become	5
241	you	will be inheriting	all or part of your executive team	5
242	composition	will change	during implementation of the roadmap	1
243	current team	matched up	against the kind of team	10
244	you	should begin	formal assessments of the capabilities of your current team	5
245	new CEO Charles Conaway	faced	challenge of rebuilding the retailer Kmart	1
246	one of his first tasks	was	to hire a new director of personnel	1
247	We	have	mix of new and old-that way	1
248	You	put	right people in the right positions	1
249	they	make	right decisions 8 out of 10 times	1
250	supervisors	should avoid	surrounding themselves with subordinates who duplicate their own strengths and weaknesses	1
251	no CEO	is	equally adept at every aspect of the job	1
252	role of the executive team, in part	is	offset the weaknesses	5
253	role of the executive team, in part	is	to fill the gaps	5
254	team's composition	keep	changing over time	6
255	you	pulling	plug on one of your team members	5
256	you	will have	to deal with one of the most complex, sensitive, and stressful issues that will confront	1
257	you	will have	to summon the courage to assess all pertinent information, weigh the odds, objectively balance the interests of the individual against the demands of the enterprise, and then act-swiftly, humanely	1
258	others	see	making important decisions in your absence	1
259	others	see	top team	5
260	team	might perform	periodic operations reviews without you in the room	5
261	you	need	to lead the charge on these things early in your CEO tenure	1
262	you	will give	others responsibility in the not too distant future	1
263	you	have	plan in mind	1
264	you	need	plan in mind	1
265	One way	is	to give each an assignment that allows that person to be the internal champion of some highly visible initiative or aspect of the change	1
266	team	discuss	tangible ways of sharing this learning outside the executive team	10
267	You	have	opportunity to turn your top team into a cohesive unit by structuring certain aspects of the reward system on the basis of collective rather than individual performance	6
268	advice of a strong human resources executive	help	you	3
269	Conduct	one-on-ones	to set expectations	1
270	you	have	with your team after you	5
271	CEO post	will set	80 percent of the tone for the rest of your meetings	1
272	This meeting	should model	kind of team process	6
273	them	send	you emails or voice-mails	1
274	executive team	assume	hands-on responsibility for deploying the organization's resources in order to achieve it	6
275	executive team	should become	partners in articulating the vision of the organization	6
276	them	participate	in the development of the vision	1
277	they	are	extensions of your leadership	2
278	they	should extend	shared vision and objectives throughout the organization by constructing concentric circles of involvement for lower level managers and supervisors	1
279	you	asked	all those in senior leadership roles	2
280	you	got out	into the parking lot	1
281	I	'm	part of the leadership here	2
282	you	like	to see 100 or 200 people who sincerely believe	1
283	job	lead	people rather than to sit here and worry about	1
284	we	heard	executives who earn several hundred thousand dollars a year and have thousands of employees	1
285	you	were	senior management	1
286	you	can expect	executives who are feeling disenfranchised to lead oth-ers effectively	1
287	point	is	that there's no way	1
288	challenge for you and your executive team	is	to bring leaders into the fold by extending both the mindset	5
289	challenge for you and your executive team	is	tasks of senior management out to the next circle-and	6
290	Create	defined	senior management groups beyond the existing executive team	7
291	right configuration of teams and groups	manage	change and the company	2
292	management groups	involved	in planning organizational change	3
293	opportunities	participate	in the creation of the new order	1
294	they	have	more information than the organization at large	1
295	Appoint executive champions (beyond the executive team) for critical change initiatives	make	role visible to the organization	7
296	Appoint executive champions (beyond the executive team) for critical change initiatives	tied	to your key themes	6
297	you	have plotted	course for a successful tenure as CEO	1
298	you	are	busy leading your enterprise	1
299	you	assume	new role	1
300	they	may not be	first things	1
301	you	do not pay	attention to them	1
302	CEOs	assume	role that transcends their routine chores as head of the organization	1
303	they	become	personal embodiment of the institution, its values, its beliefs, and its future	1
304	You	will feel	personally responsible for everything from this month's performance in the market to the state of the cafeteria	1
305	one of our clients	mentioned	in the days	1
306	night	worrying	about things	1
307	You	wo not help	organization	1
308	Most CEOs	aspire	to be "Mythic Leaders"-strong, visionary leaders who have the ability to energize and mobilize large groups of people in a common direction	2
309	It	is	important to be aware of these issues	1
310	leader's public persona	may take	on heroic proportions	1
311	even a Bill Gates	demonstrates	inability to leap tall buildings in a single bound	1
312	Change leaders	stimulate	response	1
313	People	transfer	sometimes replicating their childhood relationships with parents, teachers, or other authority figures	1
314	People	transfer	to the leader their personal feelings about authority figures	1
315	people	become	overly dependent upon the leader, unable to act without his or her perceived permission or direct orders	1
316	others	resisting	power of the authority figure	1
317	This transference	takes	one of two forms	1
318	People	seeking	leaders' approval	1
319	People	disagree	give them bad news	1
320	People	are	reluctant	1
321	This "Emperor's New Clothes" dynamic	can hamper	ability to get constructive input and feedback on planned actions	2
322	This "Emperor's New Clothes" dynamic	can happen	in any organization and to any leader	2
323	leader	captivates	organization with seemingly magical accomplishments	1
324	leader	gets caught	in the trap of having to create more and more magic	1
325	effect	telling	leader	1
326	organizational audience	becomes	jaded, in effect	1
327	Change leaders	have	uncanny ability to convince people that if others follow the course, things will get better	2
328	feelings of anger and betrayal	begin	to surface	1
329	change leader's regime	starts	taking on the overtones of a personality cult	1
330	other managers	begin	to feel their power draining away	1
331	executives	complained	that they felt like go-betweens, not managers	1
332	instructions	were coming	directly from the CEO	1
333	small word or gesture from you in your CEO role	have	incredible impact	1
334	CEO	moves	his or her finger	1
335	raised eyebrow	will be construed	as disapproval	1
336	succession planning	may be	last thing on your mind	1
337	it	is	widely believed that this is one of the most important jobs for a CEO	1
338	you	staff	executive team in the short term	5
339	executive team	does not include	people who have the potential to succeed you	6
340	you	got	wrong team	5
341	people	will become	fixated on him or her instead of focusing on more important issues	1
342	bar	is	high for new CEOs-especially during their first 100 days in office	1
343	you	appreciate	being cut a little slack	1
344	you	set	stage for your tenure	1
345	you	settle	into your new role	1
346	All stakeholder eyes	will be	on you	1
347	Employees	will watch	move and gossip about possible implications of your actions every chance	1
348	executive team	await	decisions that affect them and their future	6
349	media and analysts	are saying	to run the enterprise	1
350	media and analysts	are saying	about you and your ability	1
351	Stockholders	search	Internet to see	1
352	Board	will be looking	for confirmation that they picked the right person for the job	1
353	You	wondering	how to capitalize on this small window of opportunity	1
354	best advice	is	to look	1
355	best advice	is	leap	1
356	roadmap	has been	plotted	1
357	you	can concentrate	on the other areas that will demand much of your attention: assessing and developing your personal traits, engaging your key constituencies through effective communication, and building a dynamic executive team that will act as an extension of your leadership and play a key role in engaging senior managers	8
358	people	will push	will and won't do	1
359	first 100 days as CEO	will be	testing period	1
360	this period	can provide	powerful launch to your tenure	1
361	Oliver Wyman	is building	combining deep industry knowledge with specialized expertise in strategy, operations, risk management, organizational transformation, and leadership development	4
362	Oliver Wyman	is building	leading global management consultancy	1
363	Delta Organization & Leadership	works	to meet the challenges of building talent, accelerating organizational performance, and driving business success	3
364	Delta Organization & Leadership	works	collaboratively with CEOs and senior executives	3
365	Executive Learning Center	provides	designing	3
366	Executive Learning Center	provides	implementing customized programs that develop the leaders	3
367	Executive Learning Center	provides	top-tier executive education around the world	3
368	We	bring	deep expertise and a track record of high-impact solutions that minimize business risk by	1
369	To obtain further information about Oliver Wyman - Delta Organization & Leadership	please	contact us at deltainfo@oliverwyman.com or the telephone numbers below	3

1

you

starting

to grasp the challenges of your new job-may

1

2

first few months as CEO-the time

turn out

to be the most crucial three months in a tenure

1

3

first few months as CEO-the time

turn out

might last

1

4

formal decisions, informal behavior, and symbolic acts

will be

closely scrutinized by everyone with an interest in your company: employees, customers, shareholders, investors, and competitors

1

5

you

establish

expectations

1

6

you

communicate

directions for the new leadership group

2

7

Everything

will send

messages

1

8

first 100 days

represent

unique window of opportunity

1

9

you

consult

on your first decisions

1

10

People

will rush

to categorize you as fair or arbitrary, and, most importantly, as either a visionary leader or a cautious bureaucrat

1

11

breakneck speed

will allow

to ease into your new role

1

12

breakneck speed

will allow

you little time

1

13

key to your success

is

to approach this crucial time in a systematic way

1

14

you

form

strategy to reach your goals

1

15

transition to CEO

is

no different

1

16

you

navigate

transition process

1

17

experience with more than 100 CEOs of major corporations

indicates

that you can arm yourself with strategies, principles, and prescriptions that will help

1

18

you

guide

yourself through five critical areas that will demand most of your attention

1

19

You

will need

creating a plan, evaluating personal attributes, engaging key constituencies, extending your leadership reach, and anticipating pitfalls

2

20

Henry Schacht

has led

massive change at two very different

1

21

you

want

to spend your time

1

22

lot of things

are going

to go untouched for long periods of time, so

1

23

it

take

for the foreseeable future

1

24

agenda

etc.-is

less important than the plan itself

1

25

contents of a new CEO's plan

will vary

from one organization and situation to another

2

26

one thing

remains

constant: the need for an integrated design that weaves together and addresses each of the major elements of the organization, such as strategy, structure, work processes, leadership, culture, etc.

3

27

range of possible approaches to any new situation

is

incredible

1

28

only way to know how to start

is

by carefully diagnosing the situation

1

29

you

undertake

organizational assessment of the company

1

30

result of this assessment

should be

roadmap

1

31

you and your senior team

can use

make rapid course corrections when needed

5

32

you and your senior team

can use

to monitor the organization's progress

5

33

Both the assessment and the development of the plan that flows from it

should involve

executive team and other key opinion leaders

6

34

challenges and opportunities

facing

organization

1

35

energizing

activity-signaling

intent to listen to others and to build your vision on a solid understanding of the challenges and opportunities

1

36

this assessment

can be

energizing

1

37

you

make

assumptions based on incomplete information, past experiences, or hunches

1

38

about organizational performance in terms of a framework

known

as the congruence model of organizational behavior

1

39

we

find

In conducting a broad assessment

1

40

we

find

it helpful to think about organizational performance in terms of a framework

1

41

This model

can be

convenient way for you to accurately grasp the lay of the land

1

42

you

working not

working well in your organization

1

43

This model

views

organization as a system that translates strategy into performance through the interaction of four basic components

1

44

pair of components within the system

achieves

congruence

1

45

degree to which each pair of components within the system achieves congruence, or "fit

will determine

organization's ability to meet its strategic objectives

1

46

you

take

initial in-depth look at the organization

1

47

you

have conducted

assessment of your company

1

48

it

is

time to create a short-term plan that will set the stage for your long-term agenda

1

49

To ensure that you move with purpose-and that others move along with you-it

is

important that you translate your goals and priorities into a plan for action that can be used both to direct and mobilize the organization

1

50

you

want

to take the organization

1

51

People

need

to have a clear sense

1

52

well-defined roadmap

ensure

that attention will stay focused on the vital few initiatives that will have the greatest impact on organizational performance

1

53

well-defined roadmap

can help

point the way

1

54

you

implement

roadmap for the organization

1

55

you

can turn

to other areas that need your attention, beginning with an assessment of your own leadership abilities-how your personal strengths

2

56

you

have been striving

to reach for most of your career

1

57

Attaining this position

is

pinnacle

1

58

you

are preparing

to implement your roadmap

1

59

you

will play

roles

1

60

first step

is

reacquaint yourself with your strengths and weaknesses

1

61

first step

is

to assess the personal traits that have brought you to this point

1

62

experience

suggests

that the following personal characteristics are particularly valuable for new CEOs

1

63

CEOs

are

particularly strong at some aspect of the job-making bold moves perhaps, or managing operational performance, or articulating an inspiring vision

1

64

it

plays

to your towering strength

1

65

change

alters

rules of the game

1

66

you

switch

gears

1

67

you

do

other things well so

1

68

you

getting rattled

by pressure and adversity

1

69

You

should avoid

losing touch with your own sense of perspective and common sense

1

70

ability

convey

sense of acting and responding as a genuine person

1

71

they

are cloaking

to shield their true thoughts and emotions

1

72

Effective CEOs

avoid

giving the impression

1

73

Effective CEOs

avoid

are cloaking

1

74

you

open up

to people to an unusual degree

1

75

sense of humor-particularly one

allows

for occasional and gentle self-deprecating remarks

1

76

everyone

maintain

perspective during pressure-filled periods

1

77

sense of humor-particularly one

plays

key role in helping

1

78

It

convey

that you not only understand others' problems but also somehow share their experience and emotions

1

79

members of each CEO constituency

look

for signs that the CEO truly understands the depth of their concerns

2

80

people

feeling

that even a brief exchange was a meaningful interaction, not a perfunctory ritual

1

81

capacity to leave people

is

invaluable

1

82

you

assess

yourself against these traits

1

83

you

received

in the past, including data from formal and informal sources, such as performance reviews, 360-degree feedback processes, and other developmental experiences

1

84

You

may want

reflect on the feedback

1

85

you

are coming

to your CEO role as an insider or an outsider

1

86

you

need

to consider the advantages and pitfalls that come with either perspective

1

87

insider

taking

reins

1

88

you

are

insider

1

89

you

be

aware of the following perceptions and the advantages

1

90

You

have

intimate knowledge of your company

1

91

you

take

over the top leadership role

2

92

They

trust

that your years of experience will serve you-and them-well

1

93

you

have been

part of this enterprise for some time

1

94

you

know

culture inside out

1

95

You

built

from years of service

1

96

You

have

presumed passion for the company

1

97

you

would have accepted

role of CEO

1

98

leading it-and

accepting

accompanying challenges

1

99

You

being

being an insider

1

100

People

have spent

years in the mainstream of an organization's culture

1

101

People

are bound

to find that some decisions take a heavy personal toll

2

102

he

became

CEO

1

103

Steve Ballmer

had been

with Microsoft Corporation for 20 years

1

104

personnel decisions

were

difficult

1

105

you

do not keep

people

1

106

they

been

around a long time

1

107

you

have

to understand that it's the right thing

1

108

them and it

is

better for the company

1

109

it

is

generally laudable to be familiar with your employees' personal situations, career aspirations, dreams, and disappointments

1

110

that familiarity

can be

powerful obstacle to making tough decisions

1

111

Outsiders

face

set of opportunities and challenges

1

112

very act of appointing an outsider as the CEO

signals

that the company should brace itself for change

2

113

people

will be

better prepared for implementation of your roadmap

1

114

employees

hiding

behind the "HP Way

1

115

Carly Fiorina

found

employees

1

116

doctrine

handed down

from the company's founders

1

117

phrase 'the HP Way

became

way of resisting change and resisting radical ideas

1

118

I

been

able to do as an outsider

1

119

One of the things

is challenge

it

1

120

You

face

small window of opportunity at the start of your tenure

1

121

outsiders

can face

significant challenges

1

122

you

have gained

solid reputation from your work in other companies

1

123

you

face

daunting but necessary challenge of establishing credibility

1

124

you

are

unknown quantity within your new organization

1

125

You

may be perceived

as a breath of fresh air

1

126

they

will question

motives behind most of your actions

1

127

you

are going

to fit within the organization, which means

1

128

onus of helping your employees

get

to know you

1

129

you

will

at other times

1

130

you

will have

to consciously reach out early in your tenure more

1

131

It

is

important that you find people within the organization you can trust and depend on

1

132

you

make

premature decisions about this

1

133

it

is

gradual process

1

134

you

intend

to change things

1

135

installation of a new CEO

triggers

organizational dynamics

1

136

you

find

in any change situation

1

137

People

become

anxious

1

138

new CEO

will favor-and

at whose expense

1

139

Corporate politics

hit

fever pitch with everyone

1

140

you

follow through

on your roadmap

1

141

degree of change

will be

inevitable

1

142

you

achieve

goals

1

143

you

drive

this change

1

144

change

happen

to make

1

145

change

happen

succeed

1

146

change

happen

it

1

147

change

endorse

it

1

148

Key leadership

must be engaged

to make

2

149

most people

agree

with the need to ensure appropriate involvement

1

150

few top leaders

practice

it

1

151

lengthy processes

involved

in reaching important decisions

1

152

people

fail

to remember the lengthy processes

1

153

it

takes

to evolve �Top leaders often

1

154

they

consider

to be compelling information in front of people

1

155

they

ignore

deep-seated emotions that are inevitably tied up in decisions about the course of the organization

1

156

decisions

affecting

lives

1

157

they

had

influence over decisions

1

158

you

involve

more and more people in the change process

3

159

This feeling

comes

from having to start over with waves of people who become involved gradually over time

1

160

vision

is

constantly criticized, questioned

1

161

people

were involved

in the original decisions

2

162

people

continue

to use their shared understanding of the guiding vision behind the change to keep it alive and on course

2

163

Everyone

involved

in making key decisions about change

2

164

them

make

appropriate moves at each step

1

165

Everyone

must have

full range of information that will enable

1

166

senior management

wants

to withhold information and times

2

167

senior management

wants

1

168

People

are not

dumb-they

1

169

Management

builds

trust and credibility by sharing information

2

170

anxiety and uncertainty

created

by the dissemination of that information

1

171

fear and confusion

emanating

from the rumors and gossip that are sure to be flying around

1

172

anxiety and uncertainty

is

likely to be less damaging than the fear and confusion

1

173

top management

making

important decisions

2

174

top management

engage

actively in free, open, and informed debate on a wide range of alternatives

1

175

It

is

human nature to seize upon the first available solution that meets our minimal requirements

1

176

you

are

aware that your personal traits can help

1

177

you

have developed

roadmap

1

178

it

is

time to turn your attention to the stakeholders

1

179

you

need

to actively involve people in planning new directions and implementing your roadmap at their levels

1

180

you

identify

most important key messages

1

181

it

focus

energy and attention

1

182

Effective CEOs

must exercise

power in a focused and aggressive way

1

183

CEO

is required

to serve

1

184

It

has

to do with the multiple constituencies

1

185

Picture yourself

positioned

at the center of a collection of constituencies

1

186

it

expects

from you as CEO

1

187

constituency

transmits

set of expectations regarding the behavior and performance

1

188

constant part of your job

is

to find the proper balance among those varied, and sometimes conflicting, expectations

1

189

important constituencies

are

fairly universal

1

190

you

must manage

set of value-chain constituencies, which include the financial community and customers, and a set of social constituencies in the form of government, regulators, communities, and society at large

1

191

constituency

will experience

seriously heightened uncertainty, or lack of clarity, about the future

1

192

all the constituencies

are

important

1

193

it

focus

personal energy and attention on the demands of a limited group of constituencies-those

1

194

we

would argue

that it is absolutely essential for you to focus personal energy and attention on the demands of a limited group of constituencies-those that no one else in the organization can address adequately

1

195

employees

will be looking

to you for the direction and personal interaction that only you can provide during your first days as CEO

1

196

you

can count

on this: The Board, the executive team

5

197

roadmap

should include

strategy for engaging these key constituencies

1

198

you

need

to determine how and when to seek their input and advice

1

199

Time management

is

powerful but under-leveraged tool

2

200

Few new CEOs

capitalize

to propel their agenda

1

201

Few new CEOs

capitalize

on the potential of communication

1

202

Successful communication

will change

won't

1

203

Successful communication

starts

with a clearly articulated vision and strategy

1

204

enterprise

change

under its new leadership

2

205

structures and reporting relationships

be

redrawn

1

206

new strategy

require

people with different skills and backgrounds

1

207

significant change

is

in order

1

208

successful communication

requires

multiple layers of consistent yet carefully targeted messages, and ways to engage people in a dialogue rather than just imparting information

2

209

first level

requires

single compelling story that convincingly lays out leadership's view of the changes

2

210

you

will have

to select the appropriate balance of urgency and optimism

1

211

you

tailor

this universal story for each of your internal and external constituencies

1

212

It

understand

group's particular concerns and information requirements, as well as your own goals for gaining support and commitment from each

1

213

messages

are

consistent yet customized

1

214

communication plan

should map

to create an integrated plan that ensures

1

215

communication plan

should map

points of similarity and conflict

1

216

third ingredient

is

deliberate plan for getting the messages out and making them stick

1

217

You

may want

help with road shows, speeches, intranet and Internet communications

1

218

help

thinking

through the best ways to encourage open and action-oriented dialogue about the changes

1

219

You

will require

implement a comprehensive plan that takes into account such critical issues as timing, resources, feedback processes, and links to other change management teams

3

220

You

will require

support and guidance of your own senior staff and communication professionals

1

221

It

includes

right mix of vision and strategy, multilevel message development, and a well-conceived, well-executed planning process

1

222

It

starts

with a clear understanding of its potential as a driver of change

1

223

you

need

to engage them through effective communication

1

224

it

merits

significant amount of your time

1

225

effective executive team

is

potentially your greatest source of leverage for implementing your agenda

5

226

It

go

to engage senior managers

1

227

executive team

must become

extension of your personal leadership, a force that projects your vision, values, objectives, and requirements out into the organization

8

228

business

is not run

by one person

1

229

It

run

by teams

1

230

people

execute

them

1

231

people

understand

them

1

232

job

is

to set the objectives

1

233

job

is

get

1

234

Part of your responsibility

is

to build a team whose members possess the skills, experience, and personal characteristics to satisfy two needs

5

235

technical and managerial expertise

required

to enable the organization to meet its strategic objectives

1

236

they

share

technical and managerial expertise

1

237

they

should balance

professional skills and personal characteristics

1

238

they

complement

professional skills and personal characteristics

1

239

team

needs

to become a high-performing outfit-now

5

240

team

needs

become

5

241

you

will be inheriting

all or part of your executive team

5

242

composition

will change

during implementation of the roadmap

1

243

current team

matched up

against the kind of team

10

244

you

should begin

formal assessments of the capabilities of your current team

5

245

new CEO Charles Conaway

faced

challenge of rebuilding the retailer Kmart

1

246

one of his first tasks

was

to hire a new director of personnel

1

247

We

have

mix of new and old-that way

1

248

You

put

right people in the right positions

1

249

they

make

right decisions 8 out of 10 times

1

250

supervisors

should avoid

surrounding themselves with subordinates who duplicate their own strengths and weaknesses

1

251

no CEO

is

equally adept at every aspect of the job

1

252

role of the executive team, in part

is

offset the weaknesses

5

253

role of the executive team, in part

is

to fill the gaps

5

254

team's composition

keep

changing over time

6

255

you

pulling

plug on one of your team members

5

256

you

will have

to deal with one of the most complex, sensitive, and stressful issues that will confront

1

257

you

will have

to summon the courage to assess all pertinent information, weigh the odds, objectively balance the interests of the individual against the demands of the enterprise, and then act-swiftly, humanely

1

258

others

see

making important decisions in your absence

1

259

others

see

top team

5

260

team

might perform

periodic operations reviews without you in the room

5

261

you

need

to lead the charge on these things early in your CEO tenure

1

262

you

will give

others responsibility in the not too distant future

1

263

you

have

plan in mind

1

264

you

need

plan in mind

1

265

One way

is

to give each an assignment that allows that person to be the internal champion of some highly visible initiative or aspect of the change

1

266

team

discuss

tangible ways of sharing this learning outside the executive team

10

267

You

have

opportunity to turn your top team into a cohesive unit by structuring certain aspects of the reward system on the basis of collective rather than individual performance

6

268

advice of a strong human resources executive

help

you

3

269

Conduct

one-on-ones

to set expectations

1

270

you

have

with your team after you

5

271

CEO post

will set

80 percent of the tone for the rest of your meetings

1

272

This meeting

should model

kind of team process

6

273

them

send

you emails or voice-mails

1

274

executive team

assume

hands-on responsibility for deploying the organization's resources in order to achieve it

6

275

executive team

should become

partners in articulating the vision of the organization

6

276

them

participate

in the development of the vision

1

277

they

are

extensions of your leadership

2

278

they

should extend

shared vision and objectives throughout the organization by constructing concentric circles of involvement for lower level managers and supervisors

1

279

you

asked

all those in senior leadership roles

2

280

you

got out

into the parking lot

1

281

I

'm

part of the leadership here

2

282

you

like

to see 100 or 200 people who sincerely believe

1

283

job

lead

people rather than to sit here and worry about

1

284

we

heard

executives who earn several hundred thousand dollars a year and have thousands of employees

1

285

you

were

senior management

1

286

you

can expect

executives who are feeling disenfranchised to lead oth-ers effectively

1

287

point

is

that there's no way

1

288

challenge for you and your executive team

is

to bring leaders into the fold by extending both the mindset

5

289

challenge for you and your executive team

is

tasks of senior management out to the next circle-and

6

290

Create

defined

senior management groups beyond the existing executive team

7

291

right configuration of teams and groups

manage

change and the company

2

292

management groups

involved

in planning organizational change

3

293

opportunities

participate

in the creation of the new order

1

294

they

have

more information than the organization at large

1

295

Appoint executive champions (beyond the executive team) for critical change initiatives

make

role visible to the organization

7

296

Appoint executive champions (beyond the executive team) for critical change initiatives

tied

to your key themes

6

297

you

have plotted

course for a successful tenure as CEO

1

298

you

are

busy leading your enterprise

1

299

you

assume

new role

1

300

they

may not be

first things

1

301

you

do not pay

attention to them

1

302

CEOs

assume

role that transcends their routine chores as head of the organization

1

303

they

become

personal embodiment of the institution, its values, its beliefs, and its future

1

304

You

will feel

personally responsible for everything from this month's performance in the market to the state of the cafeteria

1

305

one of our clients

mentioned

in the days

1

306

night

worrying

about things

1

307

You

wo not help

organization

1

308

Most CEOs

aspire

to be "Mythic Leaders"-strong, visionary leaders who have the ability to energize and mobilize large groups of people in a common direction

2

309

It

is

important to be aware of these issues

1

310

leader's public persona

may take

on heroic proportions

1

311

even a Bill Gates

demonstrates

inability to leap tall buildings in a single bound

1

312

Change leaders

stimulate

response

1

313

People

transfer

sometimes replicating their childhood relationships with parents, teachers, or other authority figures

1

314

People

transfer

to the leader their personal feelings about authority figures

1

315

people

become

overly dependent upon the leader, unable to act without his or her perceived permission or direct orders

1

316

others

resisting

power of the authority figure

1

317

This transference

takes

one of two forms

1

318

People

seeking

leaders' approval

1

319

People

disagree

give them bad news

1

320

People

are

reluctant

1

321

This "Emperor's New Clothes" dynamic

can hamper

ability to get constructive input and feedback on planned actions

2

322

This "Emperor's New Clothes" dynamic

can happen

in any organization and to any leader

2

323

leader

captivates

organization with seemingly magical accomplishments

1

324

leader

gets caught

in the trap of having to create more and more magic

1

325

effect

telling

leader

1

326

organizational audience

becomes

jaded, in effect

1

327

Change leaders

have

uncanny ability to convince people that if others follow the course, things will get better

2

328

feelings of anger and betrayal

begin

to surface

1

329

change leader's regime

starts

taking on the overtones of a personality cult

1

330

other managers

begin

to feel their power draining away

1

331

executives

complained

that they felt like go-betweens, not managers

1

332

instructions

were coming

directly from the CEO

1

333

small word or gesture from you in your CEO role

have

incredible impact

1

334

CEO

moves

his or her finger

1

335

raised eyebrow

will be construed

as disapproval

1

336

succession planning

may be

last thing on your mind

1

337

it

is

widely believed that this is one of the most important jobs for a CEO

1

338

you

staff

executive team in the short term

5

339

executive team

does not include

people who have the potential to succeed you

6

340

you

got

wrong team

5

341

people

will become

fixated on him or her instead of focusing on more important issues

1

342

bar

is

high for new CEOs-especially during their first 100 days in office

1

343

you

appreciate

being cut a little slack

1

344

you

set

stage for your tenure

1

345

you

settle

into your new role

1

346

All stakeholder eyes

will be

on you

1

347

Employees

will watch

move and gossip about possible implications of your actions every chance

1

348

executive team

await

decisions that affect them and their future

6

349

media and analysts

are saying

to run the enterprise

1

350

media and analysts

are saying

about you and your ability

1

351

Stockholders

search

Internet to see

1

352

Board

will be looking

for confirmation that they picked the right person for the job

1

353

You

wondering

how to capitalize on this small window of opportunity

1

354

best advice

is

to look

1

355

best advice

is

leap

1

356

roadmap

has been

plotted

1

357

you

can concentrate

on the other areas that will demand much of your attention: assessing and developing your personal traits, engaging your key constituencies through effective communication, and building a dynamic executive team that will act as an extension of your leadership and play a key role in engaging senior managers

8

358

people

will push

will and won't do

1

359

first 100 days as CEO

will be

testing period

1

360

this period

can provide

powerful launch to your tenure

1

361

Oliver Wyman

is building

combining deep industry knowledge with specialized expertise in strategy, operations, risk management, organizational transformation, and leadership development

4

362

Oliver Wyman

is building

leading global management consultancy

1

363

Delta Organization & Leadership

works

to meet the challenges of building talent, accelerating organizational performance, and driving business success

3

364

Delta Organization & Leadership

works

collaboratively with CEOs and senior executives

3

365

Executive Learning Center

provides

designing

3

366

Executive Learning Center

provides

implementing customized programs that develop the leaders

3

367

Executive Learning Center

provides

top-tier executive education around the world

3

368

We

bring

deep expertise and a track record of high-impact solutions that minimize business risk by

1

369

To obtain further information about Oliver Wyman - Delta Organization & Leadership

please

contact us at deltainfo@oliverwyman.com or the telephone numbers below

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Name:	First_100_Days_Insight.pdf source
Modified date:	2007-06-21 09:05
Language:	English
Words:	6748
Sentences:	329
Size:	26.99 standard page(s)*

Visibility:	Friends

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