You only get one chance to make a great first impression. Your first 180 days in a new role represent a pivotal, irreplaceable opportunity to set the stage for future success. At SOLIDexecutive, we call this “the Critical 180”.
This book seeks to go beyond conventional thinking about the process of starting a new leadership role. The current body of knowledge regarding onboarding, transition and assimilation somehow misses the mark. Despite all the good information available, we still see an inordinately high number of leaders failing in their new roles.
“The Critical 180” offers an expanded framework of reference that looks beyond the basic mechanics, identifying what a leader should do in his or her first six months in a new role.
Many authors on this subject suggest structured, chronological, sequential steps to execute an effective transition. A cursory glance at the inside jacket of their books exposes a major shortcoming of many authors. Although the biography cites noteworthy consulting or coaching expertise, the document contains little, if any, real-world experience.
In contrast, the authors of this book have had first-hand experience with entering new leadership roles. In some we succeeded, and in others we did not, but lessons can be drawn from all instances.
Here are our personal stories, and the stories of others that we have known. What we are certain of is that every transition is unique, requiring its own distinctive course of action. We strongly believe that a customized approach, tailored to the individual needs of each leader, makes for the clearest path to success in the first 180 days. Therefore, what you will find here are principles not formulas, and a road map for you to build your own path to success.
Top leaders expect to make an immediate impact when entering a new role. Companies also expect quick results. However, expectations often are not met. Upon closer inspection, the initial “perfect match” may appear to be a mistake. All too often, boards and CEOs quietly discuss their concerns about key new hires behind the scenes. Likewise, the new leader may begin to have second thoughts or “buyer’s remorse.”
Carefully navigated transitions with strong company support can help lower the high number of leaders that fail during the first 180 days. Putting a spotlight on successful integration during the first six months will increase the likelihood that everyone’s expectations are achieved.