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The arrival of a new CEO is always a major event. The first 100 days, post the arrival, are crucial, equipped with speculations and promise.  

A survey states that nearly half of the new leaders fail in their first 100 days. George Bradt, founder and MD, PrimeGenesis and managing partner, Cornerstone International Group says, "Being a leader is not just about you; it's also about those following you. Today, there's less time to prepare, get acclimatised and assimilated. At best, leaders need to be converging and evolving fast."

D Padmanabhan, MD and CEO, Appnomic Systems feels that making a transition to a leadership position can be a tough and tricky journey. "Leadership, in the initial phase calls for being prepared to live in uncertainties, getting used to the new role, consulting issues with the correct set of people, managing the board, learning to read between the lines at crucial times, and last but not the least, raising funds," says Padmanabhan.

Speaking of the reasons why a CEO fails in the initial days, Padmanabhan adds, "A major reason, why CEOs fail, is bad execution of ideas or action plans. Also, a CEO should define the company's goals and roadmap, hire the right people and have a ground-level feedback loop. Before scaling up, he/she needs to introspect if all of these have been properly done."

So, how can CEOs capitalise during their first 100 days? Advises Bob Urichuck, a sales speaker and velocity selling expert, "Take the people, staff, teams, etc into consideration - consult with them, as they are the experts and know what has to be done. Focus on their needs, empower them to make decisions and trust your people. When you take care of your people, they will take care of you. After all, it is the people who make an organisation, and not the CEO."

Hari Menon, CEO, IndiaSkills feels that the first 100 days are very crucial for a CEO and during this period; he/she needs to have a definite objective for the company, where he/she intends to take the organisation and what his/her expectations are from his/her team and colleagues. "This can be done only by listening to the suggestions, complaints as well as criticisms of the employees with an open and non-judgmental frame of mind." says Menon.

"A CEO, after taking over, must focus on a few basic things, which would set the foundation for the organisation for the next few years. It is very important for him/her to come up with a back-up and risk management action plan to ensure that the targets are met," adds Padmanabhan.

So, what are some of the key objectives that enhance team performance? "The key checkpoints lie in clear definition of objectives, goals and strategies. Once these are defined, the idea lies in impeccable follow-through including management of decision rights, accountability, cross-linkage among working groups, information flow and collaboration. These milestones ensure a robust tactical capability and keen sense of mutually assured success," notes Menon.

The first 100 days at any new job are equipped with opportunity and anxiety and the same applies to a CEO's job too, but it's vital how he/she makes the most of the period and makes it work not only to his/her advantage, but also the organisation's.

- Sheetal Srivastava

The writer can be reached at sheetal.srivastava@timesgroup.com