The Tribune

The first 90 days is your ‘get ready’ period when, in your journey to success, you have to prove your value and worth. It is a vital time to obtain traction. It is proven that most leaders are selected from within a company’s line staff. These persons are usually great employees who understand the technical aspects of their job, but do not always come equipped with the leadership skills required. In addition to managerial skills, there are some basic laws of supervisory leadership that emerging leaders need in their first three months. Here are some tips provided by Roy Osing to guide you:

Be seen

Your office time should be no more than 25-30 per cent of the time you have available. Employee expectations of you are high,but they will have concerns about how well you will fulfill your role. You have to be on stage; you need to make an appearance. You do not have to be perfect and have it all figured out. Just show up, be forthright and honest.

Spend a disproportionate amount of time with the frontline

They are the experts on customer service issues, product defects, broken brand promises and system problems that prevent customers from being delighted with the company. Their feedback should guide you in the priorities you set.

Hold as many employee communication sessions as you are able to

Make it a huge priority. Have a conversation about your leadership plan for the company. Get feedback, listen and take notes. ‘Fingerprint’ the values you hold sacred, and leave no doubt in anyone’s mind about who you are and what you stand for.

Go it alone

You have 90 days in the trenches to reach your own conclusions, not conduct state visits. Leave your entourage with their biases at home. You cannot afford to have them around you. Empower people to tell you like it is without existing management being an influencing factor.

Assuming you understand the company’s current strategic plan (if you did not, it would be unlikely you would be a successful candidate for a leadership position), conduct your own informal audit on how effectively is it executed. Where are the weaknesses? Where is performance lacking? Your leadership score will be determined by how well you get things done, so get data that will point you in the right direction.

Analyse how top-line revenue is trending

Revenue is a market indicator of how customers value your products and services. Revenue trends tell whether you are growing or declining in customer relevance. Take the analysis to a detailed level in order to have a firm understanding of opportunities and vulnerabilities.

At the end of the 90-day period, announce your intention to formally review the company’s strategic game plan.

Base your decision on the feedback you have received from employees and other performance diagnostics you uncovered. Make the review theme a response to what you have learned during the 90 days and the challenges expressed by employees. As a new leader, you will never get your first 90 days back. Make them count.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.