This summer, Matt Middler Coaching has begun working with THINK Recruitment to offer coaching support to their senior placements in charities across the UK. To celebrate this new partnership, I have written this blog article about the importance of your first 90 days in a new senior role.
We often hear the phrase hitting the ground running - meaning performing at your best from day one - in relation to starting a new role but beware the temptation to jump into action before you’ve done the groundwork necessary to ensure long term success.
You wouldn’t put a cake in the oven before all the ingredients have been properly mixed in together and the same can be said for implementing a plan before you have understood the context, challenges and politics of your new team or organisation.
As well as understanding your environment, it’s important to develop your self-awareness as well. Through transformative coaching, I have helped many clients to become aware of unhelpful beliefs and behaviours that could prevent them from delivering as well as they might have, such as:
Not asking questions because you believe you should know everything/fear of looking stupid.
Making assumptions about the expectations your line-manager has of you.
Taking action to prove your worth before understanding the organisation and its people.
A resource that many of my clients have found invaluable is the book "The First 90 Days" by Michael D. Watkins. It was given to me by a mentor of mine several years ago and I’ve given it to several of my clients who are transitioning into new senior roles. The lessons in the book have been the basis of many coaching conversations.
Here is a quick summary of lessons:
Accelerate Your Learning: The first 90 days in a new role are critical for learning about the organization, its culture, key stakeholders, and challenges. Be proactive in seeking information and understanding the context of your new position.
Build Relationships: Establishing positive relationships with key stakeholders, including colleagues, direct reports, and superiors, is essential for success. Building trust and credibility early on can facilitate smoother transitions and increase your effectiveness as a leader.
Diagnose the Situation: Take time to assess the current state of the organization or team you're leading. Understand the challenges, opportunities, strengths, and weaknesses before implementing any significant changes or initiatives.
Develop a Transition Plan: Create a clear plan outlining your priorities, goals, and strategies for the first 90 days and beyond. This plan should be flexible enough to adapt to new information or unexpected circumstances but structured enough to provide a roadmap for action.
Communicate Effectively: Effective communication is key during the transition period. Clearly articulate your vision, priorities, and expectations to your team and other stakeholders. Listen actively to feedback and concerns and address them transparently.
Manage Your Time and Priorities: Prioritize your tasks and focus on high-impact activities that align with your goals and objectives. Learn to delegate effectively and avoid getting bogged down in low-value tasks that detract from your overall effectiveness.
Navigate Organisational Politics: Understand the political dynamics within your organisation and navigate them diplomatically. Build alliances and coalitions to support your initiatives while remaining mindful of potential resistance or opposition.
Drive Early Wins: Identify opportunities to achieve quick wins that demonstrate your competence and build momentum for larger initiatives. Celebrate successes and use them to motivate your team and gain support for your leadership.
Continue Learning and Adapting: The transition period doesn't end after the first 90 days. Continuously seek feedback, reflect on your experiences, and adjust your approach as needed to ensure ongoing success and growth in your new role.
For me, the ‘First 90 Days’ approach is very much about slowing down to understand the situation you are entering and taking deliberate actions that will benefit you and your team in the long term, rather than reacting to what is in your immediate line of sight from day one.
Working with a coach is a great way to slow down, check your assumptions and make sure you are making the right choices. Here is a quote from one of my clients who stepped up into an interim-CEO role last year.
“Matt has helped me find a way to keep my focus on being strategic and has given me the confidence to know I have the answers. His sessions leave me feeling energised and reassured that I'm doing a better job than I realise. Put simply, I'm a better leader thanks to Matt's coaching”
Kate Griffin, Interim-CEO, WHALE Arts
Which of these lessons would have been useful for you to know when transitioning into your current role? Would you have benefitted from some external support when starting a new senior position?
THINK Recruitment are offering three funded coaching sessions to all new placements through the service. Check out their live vacancies now here.
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Hi. I'm Matt, a Transformative Coach working with senior leaders across the UK. Book a call with me to find out more about how coaching could help you.
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