I celebrated my first 100 days in a new role at a global MNC last month (August 2024). I thought I’d share some observations and perhaps tips on how to survive or even ace it. I hope this may be useful for those who will embark on their first 100 days soon or may be going through a similar experience.
After over 20 years in the industry, having worked with large corporations, SMEs, and start-ups, with team sizes ranging from lean to large teams, as well as working directly with CEOs and business founders with zero or minimal hierarchy as well as the very bureaucratic or matrixed ones, I think I can humbly offer some insights into the subject matter.
Yes, I've experienced many company cultures from both extremes of the spectrum and I'd like to believe that nothing can shock me anymore. However, I have been proven wrong several times over the years, where I have been left aghast and flabbergasted by some actions and behaviors of people in leadership and the cultures that they enable and propagate. I have also been equally surprised when extraordinary leadership shows up where empathy, kindness, and teamwork take center stage, and I'd find myself saying "Ah! finally, here's one of the good guys."
Some say the first 100 days are the honeymoon period, however, I think some people like myself approach it as a foundational-building period - an opportunity to help with a smooth transition into a new environment, hopefully, reduce stress, help to stay focused, and increase productivity levels. I share the 3 common themes or observations, and how I navigated them in the first 100 days. If you're a people manager and a self-starter, you will most likely relate to it better but if you're not yet at that level, with some minor adjustments to my tips and observations, it may come in handy for you too.
Observation #1: Self-initiated and self-maintained goals
Start by making a general list of goals for the first 100 days so you can track your progress, divide it into a 30-60-90-day plan, and use the SMART method to set goals that are specific, measurable, achievable, relevant, and time-based. I refined it further by focusing on technology, talent, and targets.
30-day targets: During the first 30 days of work, dedicate this time to learning about the company and the culture, identify the top 3 pain points within your team and the bigger department, and how you can contribute. In simple terms, "be a sponge", shadow your boss and the senior-ranked colleagues, ask questions, maintain a growth mindset, and listen in. Here's an example of what you could do:
Technology: Identify gaps in the processes. For me, the first thing I did was to look for a booking platform solution for their fleet. Second was to look for a solution to migrate to a new content management for a nationwide network of digital standees,
Talents: Identify gaps within the team and work closely with HR to shortlist great talents that will make a difference.
Targets: Minimize risk, keep to zero to low cost, and increase efficiency by 30% by educating the team on solution options and getting them on board.
60-day targets: After your first month, focus on goals, related to contribution. This phase of your plan should include details about how to apply the knowledge you've gained so far and contribute to the company's mission. Here's an example of what I did:
Technology: Skeletal framework creation for new platform or system, and User Acceptance Tests (UATs) with the immediate team. Then, high-level automation integration and more UATs.
Talents: The interview process commences with hiring new talents.
Targets: Increase efficiency by 65% by educating inter-department team leaders on solution options and getting them on board.
90-day targets: The final part of your 100-day plan should consist of goals related to leadership and professional growth. Think about setting goals to prepare for any leadership opportunities that may arise in the future. Here's an example of what I did...
Technology: New platform is ready for full deployment and adoption by the company. Inter-department briefings were conducted, and roles and responsibilities were delegated to ensure the transformation process was kept on the right track.
Talents: The hiring and onboarding process commenced for new hires.
Targets: Efficiency increased by almost 100% in 3 key areas. Existing team members given the opportunity to lead and manage, while the team leader gained more visibility for future opportunities and growth within the organization.
At the first 100-day mark, reflect and review your progress, adjust your prioritization weightage to suit the business needs, and go again for the next 100 days.
Observation #2: Transformation is human-led
According to Andrew White of the University of Oxford, "the need to transform successfully - and to do continuously - is an imperative for all organisations. Yet the failure for transformation projects remains stubbornly high." So, together with EY, they surveyed 935 senior leaders and direct reports, as well as 1,127 workforce from around the globe and across multiple industries. The result showed that the success or failure of business transformation is rooted in human emotions and therefore putting humans at the center can improve the odds of success by more than two and a half times.
But I'd like to add to that result, and this comes from my many years of first-hand experiences... where it has to be said that it is not just about putting any humans at the center, it has to be the right humans:
the ones who are hungry to change the status quo,
who are eager to learn and willing to unlearn,
who are solutions-focused and have the agility to adapt, and
the most important quality for me is having the communicative clarity and the ability to connect the dots.
So, in the first 100 days of joining a new company, I'd try to assess which of the 3 groups, the people or the employees would fall into, from the least adverse to change to the most:
Least adverse: The first group, the right people who welcome transformation and have all or most of the qualities I mentioned above,
Mildly adverse/fence sitters: The second group is the ones who would just go with the flow, and may or may not support your transformative agenda but may be compliant enough to just do it.
Most adverse: The third group is the ones who will try to use every trick in the book to derail your transformative efforts.
If driving transformation is part of your goals in your first 100 days and beyond, then I suggest focusing on Group 1, then evaluating how many people in Group 2 you can bring along on the journey, and lastly try minimizing your contact, interactions, and dependencies with people in Group 3, if it can be helped. Remember, when it comes to technology and transformation, it is about finding and working with the right humans.
Observation #3: Culture eats strategy for breakfast (and lunch)
Peter Drucker famously said, "Culture eats strategy for breakfast". This implies that regardless of what the strategy may be, the culture of a company always determines its success. Just like point #2 above, it highlights the importance of the human factor.
Drucker's sentiment about culture was also echoed in an article by The Alternative Board stating, "If your employees aren't passionate about your company's vision, they won't be enthusiastic about executing the plan, and then your strategy stands no chance." The article added that culture, "...most of it is created by the business founders and top executives. Their actions speak louder than their words in the process of culture creation."
In a perfect scenario, culture and strategy should be created simultaneously to complement and nurture each other, making sure they are perfectly aligned. But most times, it is far from perfect, and culture is an afterthought to strategy or they exist, completely in silos. So, what happens, as a new employee, when your scope of influence is still considerably limited but you still want to make a difference and shift the culture ever so slightly?
Here's an example of what you could do:
Empower your immediate team to make decisions on matters that have low to medium business impact, and make sure you celebrate the small wins,
Involve them in your first 100-day transformation goals, and be transparent on what's next,
Have an open-door policy where they can come and speak to you about ideas without the fear of being shot down or humiliated.
So next time, when you think of the strategy's effectiveness, think about whether the company culture actually drives it or drowns it - whether it's eating your strategy for breakfast (as well as for lunch)! Then, find a way to give it a positive spin, no matter how small or insignificant your efforts may appear in your first 100 days, I'd say just give it a try. Perhaps, a tiny drop can create big ripples.
But if it doesn’t improve despite your efforts and good intentions, do what Simon Sinek says, “Go back to your why”, and remind yourself of the fundamental reason why you are doing this and why you took on the role in the first place, then shift your mindset or course correct!
Are you a book reader?
Here are some useful reads to help you sail through the first 100 days and beyond...
Also, check out my first self-published e-book on personal branding. Now, available for sale:
~M
Sources and attributions:
University of Oxford - Said Business School
destinypursuit.com.au
Indeed.com
thealternativeboard.com
About Mawarni
Mawarni Adam is a marketer and brand builder. She is a 2x business founder and has worked with individuals and companies for over 20 years, helping them shape, sharpen, and strengthen their brands through strategic branding, integrated marketing, communications, and customer experiences. She is a mother to two daughters and writes about her personal experiences in topics she is passionate about such as self-growth, women's advocacy, and community development, Read her full bio here.