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100 Day Plan for Leaders New in Role (Examples + Template)

When I dropped my son off at school on his first day of kindergarten, he looked at me and said, “I can’t wait to not be new anymore.” Thinking about the many people changing roles and companies these days, I can’t help but wonder how many may be counting the days until they’re not new anymore, too.

No matter how many years of experience a person has – even the most senior of leaders – being the “newbie” is daunting for most and hard enough that many avoid taking the new job in the first place. Add to it the complexity of the workplace these days – exhausted teams, workforce shortages, supply chain and business disruption, the war for talent, and constantly shifting ways of working and connecting as teams and organizations – being a leader in a new role is even more challenging.

For those talented and brave souls venturing to new roles and opportunities, congratulations. Instead of a new coffee mug or new decoration for your Zoom background (or at least, in addition to it), give yourself the gift of preparedness so you make the most of your first months on the job and set yourself up for success.

Is a 100 Day Plan Necessary for Leaders New in Role?

In short, yes. As a newly appointed leader, it’s easy to fall into the trap of waiting for the dust to settle – for you to get comfortable in your role and get a lay of the land, for your employees and teams to get accustomed to having a new leader before you start making any plans. However, waiting to form your plan means you lose the opportunity to set the right tone from the start by being purposeful, organized, and action-oriented.

What is a 100 Day Plan for New Leaders?

A 100 Day Plan is an action plan to guide executive leaders through their first critical months in a new role – outlining strategies and tactics to identify and engage key stakeholders and to build relationships, understand the business, set goals, and gain traction quickly so you can set up a foundation for long-term success in an organization.

While a plan needs to be customized for each leader – and you can download a 100 Day Plan Template here to get started – our experience points to six critical strategies all leaders can deploy to ace their first 100 days regardless of industry or function.

What should a 100 Day Plan include?

While a 100 Day Plan for executive leaders in a new role can take on many forms and is as unique as the business challenges leaders face, there are some core components that the best plans have. Use this 100 Day Plan example framework as a guide:

• Situation Summary – Outline the current business landscape, strengths, opportunities and other important headlines that capture the context you’re stepping into as the leader in your role. This might include the state of engagement at your organization, cost pressures, how employees perceive you as the new leader and more. Take an employee-centric point of view by key audience segments and then try to understand the challenge they need to overcome in today’s environment. You may need to set up informational interviews with a few key colleagues to help confirm some of your assumptions and to highlight details that you wouldn’t yet know.
• Longer-term: What do you want people to say about you and the business 18 months from now and what are some of the big actions you might consider taking to make your vision a reality?
• Near-term: Where do you want to be 100 days in on the job? What impact do you want to have made and how does that line up with your longer-term goals? List your goals, ensuring there are business metrics and relationship goals.
• Evolve the vision and goals for the organization’s future (if needed)
• Retain top talent
• Know : What facts do they need from me? What new information can I provide them? Examples: Key milestones I’m setting, changes from how the role was previously defined and new priorities / expectations I’m establishing.
• Feel: What do I want to be top of mind when they walk away from meeting with me? What pain point are they currently experiencing that I might be able to begin alleviating? Example: Confidence in the path forward, comfort in their ability to talk to me.
• Do: Is there an action that you need them to take right now? Is there a behavior that you want to see them demonstrate going forward? Example: Share the information you’ve provided them with their team, commit to asking questions and keeping the lines of communication open and adopt a mindset that assumes good intent even when faced with challenges or times of change.
• Key Messages – Articulate what the main messages are that you want to convey as you get to know your various key stakeholders. These may be key themes that you know you want to highlight about your leadership style and vision for the role, high-level examples of how you view your function tying into broader company goals and strategies, or a list of commitments you are making to your staff and the actions you are asking them to take while you settle in.
• Stakeholder Engagement and Communication Plan – Make a plan for how you’ll purposefully reach your stakeholders and how you’ll communicate over time to accomplish your goals. When you consider your stakeholders, think about big “centers of gravity” so you can separate out how to allocate time and where you can have the greatest impact by investing time and energy. Also, consider what key relationships you need to build because they’re critical to establishing bridges and sponsorship across the organization. Look for communication channels that already exist so you can simply plug in without having to build infrastructure – don’t underestimate the value of informal conversations and small group huddles as a powerful vehicle while people are getting to know you.
• Quick Win Tactics – Identify opportunities to generate quick and meaningful wins that demonstrate progress toward your overall goals. It is easy for leaders to get caught up in the long game, focusing on the notable impact they aspire to make within a business, but it’s the small wins along the way that both give you something to celebrate and help your stakeholders appreciate the impact you are already making.
• Measures for Success – Consider how you’ll know when success is achieved. Identify the metrics and how you’ll monitor progress – remember, this is a 100 Day Plan, so the metrics should fit accordingly with that timeline. For example, a measure could be around moving sentiment – such as belief in the company, confidence and optimism in the future, and clarity around where we’re heading and why. Use the progress in your stakeholder engagement and communication plans to show momentum.

Want help getting started? Download our free 100 Day Plan Template .

100 Day Plan Example – Your 3 Month Action Plan

The following is a sample 100 Day Plan that shows how to quickly and strategically build out your approach. You can simply customize this list, or you can use the list for inspiration to develop a more detailed plan in alignment with your or your new organization’s preferred format.

Before you get started:

• Continue to learn as much as you can about the organization and your team
• Have pre-meetings with identified stakeholders to discuss the game plan and listen for key expectations, core issues and opportunities
• Begin to map key stakeholders
• Get briefed on the employee, culture and communication landscape (set up an initial meeting with the Communications team, if possible)
• Consider having an informal visit with your new team over breakfast or lunch
• Prepare your elevator speech and/or your initial message platform
• Create a list for your Listening plans, outlining who all you need to meet with to hear perspectives, observe and tap for insights; set up meetings with key stakeholders (including senior leaders, peers, direct reports and skip-level reports/teams) ; if you don’t yet know their names, list their roles to prompt you to then find out the right point of contact
• Begin your listening “tour;” reinforce that you’re hearing what people are saying and make a point to circle back with anyone who asked a question that you couldn’t answer in the moment
• Connect with Communications and HR partners to understand the company culture and how communication happens
• Set the stage with your team and stakeholders with what to expect these first days and weeks, including what to continue to focus on and do
• Identify key contributors and any key people who are flight risks on your team and engage with them, including conducting stay interviews
• Actively participate in company onboarding so you experience what others also experience
• Continue listening tour
• Work with team members to codify strategy; involve people representing a cross-section of the organization whenever possible
• Identify communication channels you’ll regularly use to share updates on what you’re hearing, doing and thinking in advance of the formal launch of your communications plan
• Finalize your strategy and plan and socialize with key stakeholders for alignment
• Develop a communication plan for playback of listening and to share strategy going forward
• Refresh key messages and leader platform
• Implement communication plan
• Continue a steady cadence of employee listening, and update/amend the plan and messages in real-time based on new, viable insights that come from listening and any key changes within the business or your work environment

6 Strategies to Learn and Lead in Your First 100 Days

From our years of experience working with senior leaders as they navigate being new in their role while leading teams and organizations, we’ve compiled a list of six strategies that will help you learn while leading yourself and others with confidence and credibility.

1. Study up

Learn everything there is about the team or company you’re joining, but also spend the time where it counts so you don’t get caught up in analysis paralysis. Have a game plan leading up to your start date for what you need to know to hit the ground running, what you can learn along the way and how you want to get immersed. There’s plenty you can read online, but there’s so much more you can learn from inside the organization, especially by speaking with those who have the pulse.

Get to know the Communications and HR/People/Culture teams early on because they likely have a wealth of information about employee mindsets, hot-button issues and the best ways to reach and interact with employees. Many Communications teams we work with would be happy to help you know how information flows in the organization and what channels are best for leaders like you to get information and communicate effectively with your teams.

When an incoming senior executive was getting ready to join the organization, we partnered with the Communications team to develop an executive briefing book on the state of the workforce and how communication happens inside the company. There was a briefing meeting, great discussion and an opportunity for the leader to get to know the Communications team as they discussed shared needs and expectations so the leader could get connected and communicate effectively with key audiences. All of this led to a better, more actionable 100 Day Plan.

2. Figure out where to start

The first months are an exercise in drinking from a fire hose. Prioritizing is essential, but it can be hard to know where to start. Many leaders we’ve worked with have found it helpful to have a “working session.” In those sessions, we work with the leader to sort through critical business and communication demands and needs and then map their 100 Day Plan – with a particular eye on the next 30 days. These sessions give the leader a chance to step out of the day-to-day, assess the situation, determine priorities and frame a practical action plan for how to spend their time – always with business outcomes and stakeholder needs in mind. This session also sets the foundation for the key messages to convey and what to communicate and when.

3. Hit the road

Get out of your office . Whether you’re rounding, doing listening tours, road shows or coffees, get in front of as many people as you can so you get to know people across levels and roles in the organization. There’s nothing like being in person to ask questions, surface ideas and stories, read the room, feel the vibe and get a sense of what’s being said (and not said). If you can’t be in person, do your best to hit the road virtually with virtual office visits, coffees and the like. Make a commitment to visit those teams and sites as soon as possible when you can. This one is easy to put on the back burner, so make a point to schedule a set number of meet-and-greets per week to hold yourself accountable.

Asking questions during your onsite or virtual meetings is an important part of your listening. The best leaders lead by listening . They seek to understand, not to judge, and make this a regular part of how they lead. Find out why things are the way they are. Get to know people’s stories. Ask them what gets them excited to come to work, and what pain points or barriers they see and experience that get in the way. Make it about them, while also giving them a window into who you are.

As important as listening is, that doesn’t mean you can’t also share your story. As a leader, people need to know you first before they’ll get on board with your vision or strategy. Help them know who you are as a person and as a leader – what gets you excited, why you want to be a part of the team, how people who know you best describe you, what principles you live by and what brings you joy outside of work. All these things give others a chance to know you, how you tick and how you think about the world, which gives them a chance to have a human connection with you and to be able to help you deliver on your vision.

Another key part of sharing your story is being ready with your elevator speech and core messages. The elevator speech is the main message that you want to convey succinctly to your key stakeholders and audiences. Have your story ready and use it regularly from day one. You may customize this a bit for your various audiences and over time, but there’s power in being consistent overall.

Determining your Elevator Speech as a Leader New in Role

Keep it short and make it conversational. Speak to what your role is and how you’ve been here before in your previous role. Write it out so you’re thoughtful about what you want to convey. This is how many people will first remember you. For example:

Example Elevator Speech 1:

I’ve seen the power of transforming the employee experience and am excited to lead our team as we make it happen here together.

• This says you know employee experience and that you’ve been here before, which speaks to credibility and confidence in the role and where you’re going to take the team.
• This shows that you’re bringing energy and enthusiasm, and that you want to be part of the team because you view yourselves on a common journey aimed at getting results. This is motivating, speaks to a shared end game, and reinforces camaraderie and collaboration.

Example Elevator Speech 2:

Having a child with medical issues, I have immense appreciation for how much work goes into making great healthcare possible . I’m grateful to be part of this team and to partner together with you to improve access to great care for those we serve.

• Self discloses something personal and relatable, and establishes that this is a field of work that the person respects and appreciates.
• Sharing gratitude signals a person with character, humility and heart.
• Speaks to leading the team as colleagues, not subordinates, and that we’re in this together.
• Signals a vision of what’s possible that you want the team to work toward.

For senior-most executives, a best practice is having your own leadership message platform. Much like a “stump speech” for politicians, this is a set of key messages and stories to help you tell your story in a way that connects to your audiences and drives line of sight and engagement. It’s a useful tool for driving message consistency across communications and channels, as well as for saving time preparing for meetings and communications (for both the leader and the communicators who support them).

When leaders are new in role, the method of developing this platform is especially powerful in helping leaders think purposefully about how to articulate their story, their vision and their approach to shaping the strategy.

4. Have a stakeholder engagement and communication plan

The complement to your core messages is an engagement and communication plan. Whether you’re preparing your own, or have the support of your Communications team, this is a must so that you are intentional in your first 100 days (and beyond) about which stakeholders and audiences you are reaching, the best approach to do so and the outcome you want to see.

Take a few minutes to follow this 5-step method to plan your communication:

• OUTCOME: What’s the business goal for your engagement and outreach? As a leader new in role, your business goal may be to keep people focused on the current strategy, while you listen and determine the path forward. Or perhaps you need to stabilize the business and/or team. Whatever the situation, pinpoint what your business outcome is for the first 100 days.
• AUDIENCE: Who are the key audiences you need to engage and where are they coming from? Different audiences will have different perceptions and information needs – and the more you know about each, the more effective you’ll be at connecting with them and ultimately moving them to action. If you discover that you don’t know much about some audiences, it’s a signal you need to go and get to know them more.
• Why (rationale and context)
• What (what’s happening and what to focus on for now)
• When (a sense of timing for what’s happening and what’s to come)
• How (how you’re approaching the coming weeks, how they can help, how you’ll use their insights to develop your action plan)
• Who (who you are, what brings you here, what’s important to you, what they can expect from you and what you expect from them)
• WIIFM (what’s in it for “me” – in other words, what all of this means for them)
• METHOD: What’s the best way to reach them? Map your plan for how to connect with people in ways that foster conversation and the ability to share information freely and candidly. In-person is ideal. Consider where you need one-on-one conversations vs. where small group sessions or larger sessions – such as town halls – can be helpful. Maybe there are feedback channels you want to use or initiate. Consider the mix of methods.
• MEASURE: How do you know if the plan is working? You can learn a lot about what’s working based on the nature of the conversations you’re having, whether you sense people are sharing their views openly and the questions you’re getting. Engage your direct reports and Communications team to share insights and feedback on what they’re hearing. Consider whether informal or formal pulse checks would be useful to get a sense of things as well.

TIP: Having a stakeholder engagement and communication plan is a critical tool beyond your first 100 days, too. The best leaders are always purposeful about how they stay connected with stakeholders and audiences and how they’re showing up regularly through communications.

5. Resist the urge to make change right away

Most leaders are hired to be change agents, so it’s counterintuitive to say don’t come in and change things right away. Even if you think you know what needs to change, try to avoid making big changes in those first 100 days as it can usually cause more harm than help.

Typically, leaders use the first 100 days to listen and formulate an informed strategy, gain key stakeholder buy-in, and then they roll out the strategy in a thoughtful way, so the right audiences are reached at the right time and with the right message. To the greatest extent possible, let others be part of the strategy shaping so it’s the collective plan, not “your” plan alone. WATCH OUT: Without adequate upfront listening in the first 100 days, there’s an assumption that the leader may be uninterested, uninformed or misaligned with the company’s heritage, culture and people. Any which way, it’s a bad look, and it hinders your and the team’s ability to get things done if you come out of the gate with your mind made up about what needs to happen.

There are a few exceptions when making changes in the first 100 days could be the right option. Perhaps there are things you’ve heard and seen that are clearly broken and getting in the way of the employee experience that could be fixed right away and that signal your focus on the people. Or, perhaps something is happening that’s putting the organization at major risk and cannot wait for action. In those cases, immediate change may be the answer to stop the bleeding and/or to signal important and meaningful change right away.

Engage key stakeholders who have institutional perspective in the planning so you’re aware of blind spots or bright spots and leverage your Communications team so what’s communicated is done in the right way and casts a positive light on your approach and intention.

6. Be yourself

All eyes are on you as the new manager or leader, especially those first 100 days, and people are searching for meaning in everything you do (or don’t do). Consider your leadership style and what has served you well and will continue to serve you. Bring that forward with intentionality in how you show up. Check the old habits or ways of working that may not have been as effective at the door. Communicate with purpose.

Lead with heart – knowing that the best leaders today are those who bring authenticity, empathy and humanity to the workplace, so teams can be their best selves and deliver on their mission and goals in the best way.

Empathy is not a “soft” skill

Leaders who practice empathy have more engaged and higher-performing teams, as well as more profitable businesses overall. (Catalyst research study: “The Power of Empathy in Times of Crisis and Beyond,” Sept 2021)

• 79% of US workers agree empathetic leadership decreases employee turnover. (EY Consulting survey, Oct. 2021)
• 85% of employees report that empathetic leadership in the workplace increases productivity. (EY Consulting survey, Oct. 2021)

The Bottom Line

Being an executive leader in a new role comes with big responsibility and a lot of hard work. With the right preparation and thoughtful approach to how you lead and communicate in your first 100 days – and year – you can make your first weeks and months ones that recharge, inspire, motivate and chart the path for great work together to accomplish your goals and strengthen your company’s future.

Don’t feel you need to do this important work on your own. Let those with expertise in these areas partner with you so you can elevate your presence, focus your time where you can have the greatest impact on the business, and achieve the results you want faster and better. If you’d like to discuss ways we can help you get quick wins and plan for long-term impact, contact us today.

—Kate Bushnell

Set the right tone in your new role from the start by being purposeful, organized, and action-oriented with the help of this 100 Day Plan Template. Click the image below to download the 100 Day Plan Template today!

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THE FIRST 100 DAYS

”The beginning is the most important part of any work.”

– Plato, 4th Century B.C. Greek Philosopher

I’ve parachuted in to lead many teams. I love it! The first 100 days in a new role are exhilarating, challenging, and a ton of problem solving . You get dropped into a war zone, with a team, partners , and processes , and you have to figure out how to start driving value quickly. You have peers and other teams to your left and right who are part of a broader equation, but critical to your success. You have your boss, who has high expectations of you. And, you just walked in the door to the beginning of the rest of your life. Where do you start?

Let’s go over the First 100-Day Game Plan to equip you with effective strategies when you get dropped into a new situation.

Before Day 1

To set yourself up for success, you can accomplish a lot before day 1.

1. Clarify role, expectations & resources

Before starting a new role, clarify the role, expectations, and resources.  Use the ROLES framework to work with your new manager to properly define your role, success, and support. Also, clarify the expectations for the first 50 days, 100 days, and the year. What are the big issues and opportunities to tackle? Also, understand the resources you’ll be leading, regarding people, partnerships, budgets, and infrastructure. The likelihood of success goes up with clear roles , expectations, and resources. If they aren’t clearly defined, it can be a sign of potential issues and trouble with the role or your future boss.

2. Learn as much as you can

Typically before starting a project at McKinsey, the team sends the client a “data request” asking for existing documentation, presentations, SOPs, analysis , org charts , and financial and operational data relating to the project. Similarly, before starting a new role, send the boss a “data request.” This will get you up to speed and signal to the boss you want to hit the ground running. Once the data starts rolling in, read and absorb as much as you can and start a log of questions , hypotheses , and other data that could be helpful. You can learn a ton about an organization and business through a data request.

3. Set up the first few weeks

Schedule your first few weeks before day 1. For the first few weeks, focus on building relationships and learning. I typically schedule 20-30 30-minute conversations with members of my team, peers, leadership , internal customers, and other important stakeholders. I create simple interview guides to help with structuring the conversations. I cover questions such as “What are your role and accountabilities ?”, “What are the biggest issues and opportunities with the team?”, “If you were in my shoes, what would your plan be?” You will learn a lot about the organization by keeping the questions open-ended and focused on the other person’s ideas. Also, make sure to get the important weekly or monthly meetings on your schedule.

The First 50 Days – Listen, Learn and Diagnose

As a strategic leader, the first 50 days on a job are crucial. You need to gain context, develop key relationships and create positive momentum. Focus on the below building blocks to set yourself up for success.

4. Listen to the voice of the customer

Everyone in an organization has customers, whether they are the end-consumers that purchase services or products , or internal customers that utilize the services and processes of a team. Customers ultimately decide the long-term success of a leader. Listen to their voices early on in a new role. For internal customers, many of the 30-minute conversations should be with customers. If the customers are end-consumers, you can lean on previous research, online reviews, and the views of internal team members. You should also create primary research, including immersing yourself in the frontlines, being a customer, conducting focus groups or a survey, and interviewing customers. By whatever means get the customers’ views on the strengths , opportunities, weaknesses , and issues of the products and services of the team.

5. Build relationships & learn

You need relationships to get things done in organizations. In the first 50 days, relationship building is a core activity. In the beginning, you build relationships by listening and finding commonalities. And, as the days go by, the more you can address peoples’ issues and be a collaborative problem solver, the stronger those relationships will become. Most of what you will learn in the first 50 days will be from others in the organization. Your job is to listen, learn and ultimately synthesize all that you hear to develop hypotheses on the big issues and opportunities.

6. Set the mission & expectations

From day one people are going to be interested in what you think about the organization. The safest path is to set a broad mission quickly and elevate expectations. For a sales team leader, the mission should be about improving the sales funnel to land more customers. For an operations leader, the mission should be about driving the efficiency and effectiveness of the process to deliver an exceptional customer experience. Furthermore, set high expectations for peoples’ work product, innovation , focus on the customer, and solving problems .

7. Set Up your governance

New leaders change organizations largely by making different decisions than previous leaders. In the first 50 days, define the team’s governance . How will decisions be made? In what forum? What are the necessary facts to make decisions? What are the controls for spending money? When are the different team meetings, and what are their agendas? Laying out and quickly implementing new governance will go a long way in improving the decision-making of the organization.

8. Assess the team

If you inherit a team, start assessing them quickly. First, understand their roles, and have them take you through what they do and how they spend their time. Also, get to know their aspirations, what motivates them, their interests, and their ideas. Read their past performance reviews. Then, given their role, begin assessing their strengths, and weaknesses, and use the Skill Will Matrix. You’ll receive a lot of unsolicited feedback from peers, stakeholders, and leaders, but always make your own judgments too.

9. Empower to get the low-hanging fruit & early wins

From day one people look towards a new leader to start creating value , while the leader is simply trying to get up to speed. The earlier you can create and start executing your Prioritization Matrix of ideas the better off you’ll be. To gain momentum start tackling those low-cost and high-value projects .

The most effective way to start creating value is by empowering others. You’ll often find empowerment opportunities during the initial one-on-one conversations, where a team member might say, “Doing XYZ would really help the team.” And, the leader’s response should be, “Well, what would it take to get XYZ done?” Then, the leader should ask the team member, “Could you take on XYZ? What do you need? When do you think you could get it done by?” Getting people to take ownership of opportunities they’ve seen but haven’t acted on is one of the most powerful ways to generate positive momentum and get some early wins.

10. Understand and measure core KPIs

You can abstract the processes and end-products of any team as KPIs . In the first 50 days, understand what KPIs exist, their trends, and what is behind the trends. Then build a path for establishing, measuring, and managing the necessary KPIs that don’t exist. It is essential to make sure you have the right scoreboard to help set goals and measure success.

11. Start problem solving the issues

At the end of the first 50 days, you should have a semblance of a strategy emerging from the ether. That means in the first 50 days; you need to problem solve the significant issues and opportunities. If you have the resources, put a team together a team to parallel a strategy project from day 1. They’ll come up with a solid plan, and it grows people and allows you to evaluate the strength of the team.

In the first 50 days, spend a lot of time on the frontlines, in the trenches with the team helping them problem solve their accountabilities and potential improvements. Utilize coaching and walkabout management to get better context and provide problem solving help with the team. Walkabout management creates solutions, speeds up decision-making and thought processes, establishes mutual respect, and shows how people think.

The Second 50 Days – Develop Strategy, Change, and Execution

The second 50 days in a new leadership role are when everything should come together, and the team begins to pivot into a new strategic direction.

12. Explore & develop big opportunities

By your 50th day, you should have a pretty good handle on your options to drive substantial value. Once you figure out the 2-4 significant opportunities, then you need to start developing them with the team.

13. Get the right people, in the right roles

Once you have clarity on the big opportunities, you should take a deep breath and be honest with yourself about whether or not you have the right people in the right roles. If you don’t, make changes sooner rather than later. If you can develop existing talent then that is a nice plus, but more often than not you’ll have to reconfigure the team and bring in external talent.

14. Collaborate on goals, strategy, and plans

Drive to clear goals, actions, and plans to realize the big opportunities. This step necessitates a high level of collaboration. Involve those accountable for execution , to develop and decide on the BHAGs – Big Hairy Audacious Goals. And, then coach your team on the creation of their strategies and plans.

15. Manage change and focus

At this point, you’ll have to drive fundamental change in people’s behavior. Use the change management model to increase success. Also, ensure the team is laser-focused on the change agenda.

16. Execute & Measure

Keep the focus on execution. Periodically measure the impact of the strategy on the BHAGs (Big, Hairy, Audacious Goals) and the important KPIs. You’ll start getting a rhythm to the execution and begin learning what is working and what needs to be adjusted. At this point, you’ll hopefully begin to see the light at the end of the tunnel. Keep the team focused, energized, and driving impact, and you’ll see them and yourself grow.

Set yourself up for success by following the First 100 Days Game Plan. As always, enjoy the journey and create value!

And, if you are looking for someone to help you create and execute a great 100-day game plan set up some time with me . I really enjoy supporting clients with their transition to new roles and they get the coaching and strategies they need to lead and be successful in their new organization.

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November 19

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The New Leader’s 100 Day Plan

18 powerful questions you need to ask.

If you’re taking on a new leadership role, your first 100 days are critical. As you’ll be aware, the stakes - for you and your organisation - are high. Check out this graphic from McKinsey, a consultancy:

As you can see, 90% of leaders who had a successful transition deliver on their three-year performance goals. But when leaders struggle through a transition, the performance of their direct reports is 15 percent lower than it would be with high-performing leaders.

The problem with most advice on 100 Day Plans

The idea of a new leader 100-day plan is common. There are plenty of articles and books on the topic. Whilst I’ve benefited from these myself, they tend to fall down in two ways:

• They can be incredibly detailed and long. It’s like operating a computer with an enormous ring-bound user manual at your side. Great as a reference tome, but hardly as a day-to-day guide.
• The shorter articles can be incredibly vague. “Build relationships with your team”, “Deliver some quick wins”, “Identify strategic priorities”. No s^^t, Sherlock!

Advice for a 100 day new leader plan: “Build relationships with your team”, “Deliver some quick wins”, “Identify strategic priorities”. No s^^t, Sherlock!

Time for a new approach:

• Wouldn’t it be great if you had a one-page roadmap, a simple list of powerful questions to be answering during this critical 100 day period as a new leader?
• You’d be able to print it out, carry it with you, jot down thoughts against each question, see where you’re coming up short of answers, and be able to course correct as you go.
• Even better, the questions would be organised by month, so you don’t have to be looking at all the questions all the time.

Guess what? It’s your lucky day. This article covers 18 powerful questions you should be asking in the first 100 days of a new leadership role. You can also download   a one-page PDF “cheat sheet” for simple reference by clicking the link below.

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Is a New Leader 100 Day Plan truly necessary?

Whilst some books and analysts certainly overplay the importance of 100 days (research suggests the reality is investors will give CEOs 8 months to articulate a strategic vision and almost 2 years to turn a company around), it’s important to build credibility and momentum early.

Avoid common mistakes: Korn Ferry researched leaders in Americas, Europe, and Asia and identified the common mistakes that senior executives make during their first 100 days. Which of the top five is the mistake you’re most likely to make?

• Failing to establish strategic priorities - 24%
• Committing cultural gaffes and/or political suicide - 16%
• Waiting too long to implement change - 16%
• Not spending enough face time with subordinates - 14%
• Getting sidetracked by “fire drills” — having a short-term focus - 11%

Design for success: Korn Ferry also surveyed the #1 thing — above all else — that a senior executive must build into their new leader 100 day plan to succeed. Which of these is most likely to be your blindspot?

• Assemble and solidify a team - 25%
• Articulate a statement of vision and goals - 25%
• Identify and address what’s most important to the CEO, board of directors and other key executives - 16%
• Understand and adapt to the new culture - 14%
• Identify the leverage points and the metrics for success - 10%

Boston Consulting Group (2) asked 20 CEOs for their top advice about the first 100 days in position. Here are some of the key quotes:

“Diagnose first, decide second.”

“Follow your instincts.”

“Take notes, then prioritise and act.”

“Understand that as the head person, you have only three topics: people, strategy, and values. Everything else is secondary.”

“Find people you trust and use them for problem solving.”

Finally, Harvard Business Review surveyed executives to find the biggest errors and pitfalls in the first 100 days that impacted their ability to deliver the results they wanted.

Action Point : In summary: you need to be on your A-game at this period. There are a lot of moving parts, and change once for one to get this right.

New Leader 100 Day Plan: Overall Roadmap

There are 6 phases you need to be thinking through, and there are specific questions for each. You’ll notice that the first two or three of these are typically forgotten about by new leaders (at their peril!):

Before day 0: CHOOSE A WINNABLE GAME Before you accept the role, there’s some due diligence you absolutely need to do. Use these 3 questions to make sure your new leadership position isn’t doomed from the start.

Day 0: PREPARE FOR TAKEOFF This is the period between accepting the offer and turning up for the first day on the job. Most leaders fail to take advantage of this unique season. But you, high performer, are different, and will use the time to develop some relationships and perspectives prior to arrival. Here are the questions you need to be asking during this period, sometimes called the ‘fuzzy front end’.

Day 1: BE THE MANIFESTO Your first day sends huge messages. Get it right with this one critical question.

Days 2-30.: FIND THE RALLYING CRY The first month of your new leader 100 day plan is about understanding the people and the issues, and validating your #1 strategic objective. Ask yourself these powerful questions to rock this phase!

Days 31-60: MAKE YOUR MOVE The second month of your new leader 100 day plan is when you’re likely to make some major moves, in terms of people and projects. Here are 18 important questions to be asking.

Days 61-100: KEEP IT UP The final period of your 100 day plan as a new leader is a mixture of execution and preparation for the longer term. Here are three questions you should not forget as the honeymoon period comes to a close.

So, with the overall roadmap in mind, we can jump in to the questions. But for a deeper understanding, I recommend you check out the box below:

The power of CONTEXT to frame CONTENT

A piece of information, in isolation, is very difficult for us humans to process and evaluate. We need to compare it to something else. Apples to apples, or oranges to oranges.

It’s this CONTEXT that allows us to assign a level of "value" to the new piece of information.

Say I was talking to you about, say, some new videoconferencing software. Consider the difference between:

• “It’s so good you don’t need to spend $1000 on airfare each time you want to run a meeting. The software costs $50 per month.”
• “It’s so good it’s a real step up from using Skype for free. The software costs $50 per month.”

Similarly, when I coach leaders I often suggest they invent a catchphrase . It’s a great way to change culture and spread their way of thinking within their organisation.

The thing about a catchphrase is it needs context . Otherwise people won’t notice.

Simply saying “ we have a saying around here ” opens up a context for what is now going to be said. The expectation is that some valuable piece of insight and shared wisdom is about to be shared, and people listen up and pay attention.

The power of using CONTEXT to shape in your new leadership role.

There are six distinct phases to a successful 100 Days as a new leader. The initial phases build context in a very specific way to make success way more likely. Indeed, one central phase is almost ALL about delivering a powerful context to the organisation.

Check out this quick (4 minute) video where I explain all:

New Leader 100 Day Plan: Before Day 0

The motto for this phase is CHOOSE A WINNABLE GAME. You need to do your due diligence BEFORE you accept the role (which is a great reason to forward this article to anyone you know considering a job offer).

Before you accept the offer, speak with a handful of stakeholders  with varying perspectives, and ask them these questions to validate that your New Leader Plan has a good chance of succeeding.

Q1. Is there a clear, differentiating, and winning strategy?

You really want to know this before you start. You don’t want to get on a ship that’s already sunk! These follow-up questions can help you dig deeper (1):

• What is our sustainable competitive advantage?
• What are the risks with our customer base?
• What are the risks with our key collaborators?
• What capability gaps do we need to address?
• What’s the main threat from competitors?
• What external conditions are threatening us?

Q2. Does the organisation’s Readiness To Change match their Need To Change?

This question goes hand in hand with the previous one.

Because the lack of winning strategy might not be a problem, if the organisation is ready and willing to do what it needs to change.

If you’re a turnaround expert AND the organisation is aware of its need to urgently make significant changes, that’s one thing - but otherwise you are setting yourself up for failure from the outset.

Q3.  How will I know if I’ve been successful - and what resources do I have to do the job?

Many leadership roles are effectively impossible from the start because of unrealistic or conflicting expectations among key stakeholders. Speak with your key stakeholders and listen carefully for contradictions, uncertainty or signs of internal friction.

Specifically, find out what each stakeholder understands as regards your (1) role and responsibilities, (2) goals and timeframe, (3) authority, (4) access to essential resources.

Xavier, a new president, failed to consider reporting lines and resources, and soon learned that his only direct reports were the heads of sales and business development. Marketing, finance, information, or human resources did not report to him. By taking the title of president, but not having the appropriate authority, he’d set himself up for failure from day 1.

Q4.  What, specifically, about me led you to offer me the job?

This gets at the tricky question of personal fit. You need to be ruthless about your motivation, your skill set and your cultural match - otherwise you and your employer will be both heading for a rude awakening in a few months time.

For example, I’ve seen a number of cases where a VP at a tech giant has jumped into a CXO role in a hot new startup - only to be shocked and disillusioned at the lack of resources and the amount of ‘rolling up their sleeves’ that’s necessary in the new environment.

"I am personally very disciplined around the first 100 days. Spend massive time within the teams to get a grip on the business and the culture; assess top management; have a defined vision and first roadmap at the end of the period and communicate around it; get two to three concrete results to demonstrate momentum."

- Thoughts on new leader 100 day plans from Pierre-Antoine Vacheron (CEO, Natixis Payments)

New Leader 100 Day Plan: Day 0

The motto for this phase is PREPARE FOR TAKEOFF. “Day 0” is not just one day of the new leader 100 day plan. It’s actually the period between your acceptance of the position and the first day on the role. Many leaders ignore this period entirely with the excuse they’re too busy wrapping up their previous role or taking a family break.

Big mistake. This “day 0” period is a fantastic time to prepare to hit the ground running and make an impression right on day 1. In day 0, you’ll be focusing on building a draft communication plan , learning plan and stakeholder map .

Let me say it clearly:

Contacting key stakeholders before you start will make a huge difference. It’s a game changer . If you do one thing from this entire article, do this!

A good checklist of people to contact would include:

• Your new boss.
• Key board members.
• Critical peers.
• Key customers.
• Key direct reports.

Q5.   What are the key priorities that you see?

Get a sense of what your stakeholders see as the critical issues. Remember, this is a listening and rapport exercise. With senior stakeholders, you’re looking for direction. With peers, you’re building mutual understanding. With your own reports, you want to learn about their reality and needs.

Q6.  How would you prefer we communicate?

Now’s a great time to start to map out your communications plan, so ask about their communication preferences: their idea of what the best manner (email, call, coffee/chat,…) and frequency would be, and how they would prefer you to handle disagreements (for example: no holds barred, tell me privately, never ever disagree with me,…).

Q7.  What do I need to know about how decisions get made?

Ask about the decision-making process, control points and vetos, who to keep in the loop, personalities to be aware of, and so forth.

Q8.  How am I likely to sabotage my own success?

This is a question to be asking yourself during this period. You have a fantastic opportunity to “up your game” and play at a higher level, so think about your tendencies and consider how they are most likely to undermine you in the early months.

For example, introverts might have a tendency to under-communicate; extraverts to fail to listen deeply and to pick up on subtle warnings. Visionaries might tend to frustrate operationally-minded folk with vague inspirational speeches, and more hands-on leaders may fail to step back from immediate operational requirements to develop fresh new strategies.

Identify one or two key tendencies to be aware of.

Q9.  What’s my leadership message?

This is the other question to be asking yourself during this period. You need to prepare a couple of ready-to-go speeches about who you are, why you’re here, what you believe in, and why people should listen to you. You’ll need to set some expectations from day one.

"I’ve already reached out to some future colleagues and some agency counterparts just to introduce myself. You’re right—it is game changing. Everyone has reacted with warmth and candour, and it will make the first few weeks far more effective and enjoyable."

- Nathaniel

New Leader 100 Day Plan: Day 1

The motto for this phase is BE THE MANIFESTO. Your first day sends huge messages. Here’s the one critical question to be asking.

Q10.   How is my first day going to communicate my values and the tone I want to set for the organisation?

First impressions count. A lot. So your first day on the job will be a crucial moment. Make the most of the insights you’ve gained in ‘day zero’ to structure your first day so that your actions speak just as loud as your words .

For example, if “listening to the customer” is a big part of your message, set things up so that you do just that on your very first day.

Bradt et al (1) suggest the following checklist as a good template to start with, but you’ll need to adapt it quite considerably to your situation:

• Early-morning meeting with your boss to reconfirm and update.
• Breakfast meeting with broad group to say hello (and not much more).
• One-on-one meetings as appropriate.
• Lunch with direct reports and their direct reports.
• Afternoon activity/meetings/walkabout to reinforce key message.
• End-of-day cocktails/coffee/social for more informal greetings.
• Courtesy notes, voicemail for thanks or follow-up as needed.

Karen was coming into a bank to merge three divisions into one. Each division manager had an off-site meeting already planned for her first two weeks, and she initially decided to use those as a chance to meet the key players. However, these individual divisional meetings perpetuated the culture of three different divisions as opposed to one combined group.

So to set a new course, Karen rented a theatre for Day One and invited the entire staff of each division. Then she introduced herself to the entire staff of the new division at the same time. She followed this with a social event designed to get the three divisions mingling. She eventually went to the old divisions’ off-sites, but only after setting the stage for the new, combined division.

"As a new leader you are absolutely sure to feel imposter syndrome. Fight it: you’ve earned this and I’m sure you’re here for a reason. Put your head down and do the work, you will succeed!"

- Thoughts on new leader 100 day plans from Gabriel Jarrosson (Founder, Leonis Investissement)

New Leader 100 Day Plan: Days 2-30

The motto for this phase is FIND THE RALLYING CRY. The first month of your new leader 100 day plan is about understanding the people and the issues , and validating your #1 strategic objective.

Q11.  Who should I be speaking to? Who would you warn me against?

As you meet the most obvious stakeholders, get their view on the less obvious people to speak with. You’ll want to spend a good amount of time with people on the frontline of the business, such as salespeople and customers. But ask around for ideas.

Q12.   What’s the festering wound?

As Boston Consulting Group say, “understand the problems that reside on the balance sheet and communicate them early. You get one chance to erase the mistakes of your predecessors. Identify and deal with these legacy issues immediately.

Unpleasant surprises—obsolete inventory, insufficient warranty reserves, excessive goodwill, unresolved customer disputes, and festering litigation—have a way of hiding behind the numbers.”

Q13.  What’s the Rallying Cry?

Towards the end of the first 30 days it’s normally a good idea to bring your leadership team together to define the overall narrative of the business. This includes the high-level vision/mission, strategic anchors and key performance indicators (KPIs).

But most critical of all, this workshop needs to build agreement and clarity on the all-encapsulating phrase or tagline that defines the burning imperative in the business.

This is the rallying cry - the #1 priority for the organisation right now.

Once you have this in place, it becomes so much easier to communicate your vision of a better future and help employees understand how they can contribute to the new direction.

"In your first 100 days don’t promise any answers. Promise to listen; promise to summarise and feed back what you learn; promise to use the time to come up with a considered plan that you can then be held to."

- Thoughts on new leader 100 day plans from Ashley Friedlein, CEO & Founder, Guild

New Leader 100 Day Plan: Days 31-60

The motto for this phase is MAKE YOUR MOVE. The second month of your new leader 100 day plan is when you’re likely to make some major moves, in terms of people and projects .

Q14.   What’s one simple, inexpensive thing we could do?

As you explore the business, keep a list of potential quick wins by asking as many people as possible this question.

You can then filter and prioritise. Bradt et al (1) give 6 helpful criteria for quick wins:

• They will make a meaningful external impact.
• Your boss will want to talk about them.
• You’re sure you can deliver them.
• They will model important behaviours.
• They would not have happened if you had not been there.
• You can establish them by day 60 and deliver by your sixth month:

You’ll need to judge how many you can truly deliver “quickly”. Allocate enough resources, give the team responsible a clear charter, and celebrate and communicate on early successes (champion the champions!).

Q15.   What’s holding your execution back?

Now’s also a good time to understand the bigger systematic issues that are holding your teams back. Organisational inefficiencies in decision-making, unclear roles/responsibilities, linkages across groups, information flows and inadequate collaboration can all come into play. You need to start to understand which are annoyances and which are real roadblocks.

Q16.   Who’s my core team?

You need to have your leadership team pretty much in place by day 60.

Sometimes you need to move faster, though there is a risk that you’ll make poor decisions and come across as too impulsive. But moving too slow is a greater risk. 

After 100 days, the team will be seen as ‘your team’. The problem children become your problem children, and no longer the legacy of your predecessor. High performers will be frustrated if low performance is still being tolerated or ignored.

"At first, meet as many people as possible, at any level. You need to understand how the business works, not just the C-Suite. Then look, feel, test and iterate. You're here to try new things, and not to change everything. Finally, find who are the best people you want to work with, and take your responsibilities: change what you want to change."

- Thoughts on new leader 100 day plans from Matthieu Stefani (CEO, CosaVostra)

New Leader 100 Day Plan: Days 61-100

The motto for this phase is KEEP IT UP. The final period of your new leader 100 day plan as a new leader is a mixture of execution and preparation for the longer term .

Q17.   Am I communicating consistently?

A consistent drumbeat of communication to all stakeholders - up, down and across - is something I see leaders struggle with on a regular basis. After the initial flurry of activity, good intentions can fade away around the 61-100 day period. Work with your leadership team to make sure that everyone - from your board of directors to the front line - is receiving consistent, relevant communication.

One of my Founder/CEO clients, Mike, was shocked during a workshop we were running to find that his management team didn’t know his strategic priorities. He believed he’d communicated incredibly clearly - but the reality was was very different. It was an ‘aha moment’ for him and made a big difference to how the team pulled together.

Q18.  What ongoing rhythms do I need to put in place?

At around the 61-100 day period, it’s good to give some thought into the ongoing governance that will continue to drive your change initiatives forward. How are you going to ensure cross-team interlock? Solve strategic issues? Identify and resolve roadblocks on strategic projects? Periodically review and refine the organisational strategy?

Our experience is that separate meeting formats are needed for each of these aspects. Merging them into a general ‘management meeting’ is a recipe for the typical “meeting muddle” of updates, discussions, debate - but not a lot of strategic decision-making and bold moves forward.

In a future article I’ll cover this essential topic in a lot more detail, but for now the graphic above can give you a simple structure to follow.

Prove it! Companies are living, breathing organisms, and when the environment changes there’s inevitably disruption. As leaders, introducing change is part of the job description as we evolve any business. Yet change for change sake without it being thoughtful and stress-tested will likely set the business back, versus catapult it forward. Be able to clearly articulate what change is required, for what purpose, with what expected measurable outcome…and work to prove it.

While boldly attempted by many, building a CEO platform of trust just doesn’t happen in 100 days. Instead focus on building the foundation. Trust is earned through transparency (what’s going well and not so well at the moment), care for your people (a true partnership in their development and involvement), and doing what you say you’re going to do."

- Thoughts on new leader 100 day plans from top CEO Phil Saunders (President & CEO, SABA Software)

If you’re taking on a new leadership role, these 18 questions for your first 100 days represent a powerful checklist to keep you thinking through all the bases in what’s likely to be a hectic time.

If you’d like to download the questions as a simple ‘cheat sheet’, then you can do so here.

Finally, I specialise in helping ambitious, competent leaders dramatically grow their impact and influence and achieve more than they could imagine. And if you’re starting a new role, that’s a perfect time to reinvent yourself and play a bigger game.

If you’d be interested in rolling up your sleeves and mapping out what the top 1-2 game-changing moves will be for you in your new role, you can apply for a complementary coaching session , with no obligation to buy or do anything.

(1) The New Leader’s 100 Day Action Plan ; 2011; by George B. Bradt, Jayme A. Check, Jorge E. Pedraza; Wiley.

(2) Assuming Leadership: The first 100 days ; 2003; Patrick Ducasse, Tom Lutz; Boston Consulting Group.

Successfully transitioning to new leadership roles ; McKinsey & Co; 2018

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How to create a winning 100-day plan

From the archive: about to take on a new role at the top former abbvie uk general manager matt regan shares his tips for creating a successful 100-day plan..

First impressions count, and with new employees and stakeholders to impress, the first three months is a critical period for every new boss. Having a clear and realistic 100-day plan establishes where you need to prioritise your time in what is always a very busy period.   Arm yourself with as much business intelligence as possible before you start. Rather than diving straight into the detail, ask team leaders to provide you with SWOTs and market and competitor summaries. It’s also worth meeting senior staff informally in the months before you start to understand their priorities and where they see opportunities for change.

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  The most effective 100-day plans are flexible: ‘a plan to plan’, if you like. Rather than having all the answers on day one, use your plan to carve out time for strategic planning and to set deadlines for yourself and your teams.   The first three months always fly by so setting realistic goals and deadlines is key; you can’t do everything straight away, so be practical about what’s achievable. Start off with a long-list of goals but be brutal about dividing them into immediate priorities and things that can wait.   It’s important to maintain this same focus when you start the job. Don’t get side-tracked by less urgent tasks. Your management team can help here: brief them on your immediate priorities and they can filter out the non-essentials.

Week one is all about visibility and communication.   You only get one chance to make a first impression with employees, so it’s important to be as visible and approachable as possible in your first week. As well as an office walk-around, carve out time in your plan to meet employees in smaller groups, to get their feedback, and consider an open-door policy to encourage staff to drop in.   It’s rarely possible to meet all of the company’s stakeholders within your first month, let alone week, but there needs to be some communication with them – even if it’s just a letter or email to arrange a meeting in the future. Your communications team will be able to help you rank the company’s stakeholders in terms of priority; a letter or email will be sufficient for some, whereas priority stakeholders may require a telephone call in your first week. Stakeholder meetings are key in the first three months and will need to be built into your 100-day plan.

Three-month milestone

You’re not expected to have all of the answers straight away, but there are a couple of ‘must dos’ before you hit the three-month milestone. Firstly, share your strategy and vision for the company with all employees, not just the senior team. Where possible, draw on employee feedback when you present your strategy back to the business, and put regular follow-up sessions in place, whether monthly or quarterly, to show a longer term commitment to transparency.   Creating an early opportunity to socialise with employees and stakeholders can also be invaluable; it breaks down barriers and sets the tone for a collaborative culture. Another "must do" in the first three months is to look ahead to the next three and beyond – identifying and mapping priorities early on in the year will stand you in good stead.   There’s no denying that getting to grips with a new company – or even industry – is hard work, but taking a focused approach makes the process much more manageable and, ultimately, more enjoyable too.   This article was originally published in November 2013. Matt Regan, now SVP at Novo Nordisk, was UK general manager of pharmaceuticals company AbbVie.

Image credit: myrfa/Pixabay

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GBP80000 - GBP85000 per annum + bonus + home working

IT Procurement Manager - Sustainable Technology Firm Location: Remote with option to go into office in Central London Salary: £60-70,000 plus package

HR Business Partner

Oxford, England

We are looking for an established HR Business Partner for one of our Oxfordshire clients.

IT Procurement Manager - Global Technology Firm

GBP60000 - GBP70000 per annum + remote working + package

IT Procurement Manager - Global Sustainable Technology Firm - Remote working - 60k - 70k plus package

£70000.00 - £75000.00 per annum

Tomorrow Recruitment

We're working with an award-winning, creative advertising agency who are in the top tier of corporate / b2b comms. They share a highly collaborative,

Director of HR – BMAT

To £80,000 (more may be available for an outstanding candidate)

We are looking to appoint a high-quality HR professional to shape and develop our future provision.

Reward Manager

c.£75,000 basic salary plus car allowance, bonus & benefits

Astrum HR Search & Selection

Reward Manager – 6-12 month FTC/Permanent - Hybrid working Midlands c.£75,000 basic salary plus car allowance, bonus & benefits (FTE) Our Clien...

Database Project Manager & Analyst

£50k per year + pro-rata

Harris Hill

Are you an experienced Database Manager and Analyst who wants to work part-time (22.2 hours a week) for an amazing disability charity?

Employee Relations Specialist

Henley-On-Thames, England

£350.00 - £400.00 per day

Head of Medical Staffing

Hertfordshire, England

£56000 - £65000 per annum

Are you an experienced Head of Medical Staffing specialist looking for a new role?

Recruitment Manager

East London, England

£50000 - £55000 per annum

Are you an experienced recruitment manager looking for a new role ?

Indirect Procurement - Broadcast Media

GBP50000 - GBP60000 per annum + + Package

This global media organisation are currently undergoing an exciting transformative period, and are seeking a Strategic Procurement Management to drive strategy for the procurement on the largest television and entertainment projects in the organisation's

Mass Engagement Director

Hybrid Working

£77,000 to £87,000 depending on experience with excellent benefits

Join us as Mass Engagement Director and bring your expertise to lead a highly successful and motivated team of experts to ever greater success.

Performance, Insights and Innovation Director

£77,000 to £87,000 depending on experience with excellent benefits.

Join us and use your skills in performance, insight and innovation to play a vital role and drive forward major future success.

E-Rostering Manager

£47154 - £52936 per annum

We have a fantastic opportunity for a E-Rostering Manager to join an NHS Foundation Trust based in London. The e-Rostering Manager will provide day-to-day management of the e-Rostering system and processes for the trust.

Global and UK Communications Director

UK / Hybrid Working

UK salary is £77,000 to £87,000 depending on experience with excellent benefits. Salaries and benefi

Join us as Global and UK Communications Director and play a crucial role in championing the importance of Communications in achieving our mission.

Associate Director, Engineering

Cambridge, Cambridgeshire / Hybrid Working

£43,414 - £61,823

This is an opportunity to be the lead fundraiser for the Department of Engineering, one of the most exciting & largest Departments of the University.

People Business Partner - Bedford

Bedfordshire, England

Excellent Package and Benefits

Wright Solutions

This well-known and market leading organisation is recruiting for an HR Business Partner to support their distribution centre in Bedford.

CRM Project Manager

Office-based from one of our national offices (London,Edinburgh,Cardiff,Belfast)& remote flexibility

£57,448 - £62,866 per annum (more may be offered to exceptional candidate) plus excellent benefits

This charity is going through an exciting and vital data and technology transformation into a programme of work (called Project Sage).

3rd Party Outsourcing Procurement Manager

GBP60000 - GBP75000 per annum + + Package

An exciting opportunity has arisen to join a best-in-class procurement function following the advent of an expansive transformation period.

Specialist Procurement Consultant opportunity, Saudi Arabia

GBP60000 - GBP75000 per annum + living allowances

Procurement Lead opportunity - Flagship Mega Project in Saudi Arabia - Renewable Energy & Sustainable Technologies - Saudi Arabia - 25,000-35,000 SAR

Senior Capital Procurement Category Lead / Best-in-Class

GBP70000 - GBP80000 per annum + Bonus

Senior Capital Procurement Category Lead / Best-in-Class Utilities Organisation / Transformational Procurement / Leeds / Flexible Working / £70,000 - £80,000 + Benefits inc. Bonus

Direct Procurement Specialist- Leading Automotive Firm- £40-50K- London Based

Organisational Development Manager

Crawley, England

£45000.00 - £56000.00 per annum

A Organisational Development Manager for the NHS in Crawley

Equality, Diversity & Inclusion Manager

£45000.00 - £55500.00 per annum + benefits

A permanent Equality, Diversity & Inclusion Manager for a NHS organisation in Crawley

Head of Business Development and Marketing

Working from home with the occasional visit to London

£45k to £50k

Aesop is delighted to be recruiting for a Head of Business Development and Marketing professional.

Head of HR, Performance and Communications

West Surrey

Up to £80,500 per annum

Surrey Heath Borough Council

Head of HR, Performance and Communications Salary: Up to £80,500 per annum Grade: SH31 Contract: Permanent Hours: 37 per week Location: West Surrey...

Interim HR Director - Professional services

£800.00 - £900.00 per day

Interim HR Director job - London - Hybrid - 1 day per week in office £800-900 per day inside scope via umbrella company Immediate start

ACCOUNT DIRECTOR / ASSOCIATE | Energy, Renewables, Corporate

London (Central), London (Greater)

up to £70k+++

Carter Ferris

Great, global agency and multi award-winning team, looking for strong Senior Account Director and Associate Director with experience of the energy ...

Interim Indirect Procurement Specialist

EUR600 - EUR700 per day +

This rapidly growing online commerce business is looking for short-term support until the end of the year to help during a peak period of contract negotiations.

Senior Resourcing and Talent Specialist

Swindon, England

£500.00 - £750.00 per day + WFH mainly

Senior Resourcing and Talent Specialist, to £750 per day out of scope, 6 mth interim, mainly WFH. Full/part time. Swindon public sector organisation - supports equality, diversity and inclusion and provides a supportive workplace.

Head of Evaluation and Research

£50520 - £51468 Per Annum £50,520 per year, rising to £51,468 per year after 1 year and successful p

Head of Evaluation and Research We have a rewarding opportunity for a Head of Evaluation and Research to drive change to improve the lives of service users in the exciting new role. Offering flexible working, this is a really great opportunity to

HRBP - North of England and Scotland

Perth, Scotland

£55000 - £65000 per annum + car allow, bonus, bens and 30 days holiday

Reporting to an engaging and developmental People Director, the purpose of the role is to create a sense of belonging, teamwork, vision, community and purpose around the people agenda.

Edinburgh, Scotland

Leeds, England

Executive Director

£65,000 to £80,000

International health charity seeking an Executive Director with inspirational leadership, to build partnerships and deliver our strategic plan.

Head of Commissioned Partnerships

London (hybrid working)

£55000 - £60000 per annum

Mental Health Innovations

Head of Commissioned Partnerships London (hybrid working) About Us We are Mental Health Innovations (MHI), a digital mental health charity that dev...

IT Procurement Manager - Global Law Firm

GBP70000 - GBP75000 per annum +

Role: Senior IT Procurement Manager Type: 9 Month FTC Location: Leeds - x2 days a week Firm: Global Law Firm Day Rate: £70,000 - £75,000 Contact

HR Data and Systems Manager

£47000.00 - £52000.00 per annum + full range of benefits

HR Data and Systems Manager, up to £52k pa + benefits, permanent, great organisation, hybrid, Bristol office. Large leading Bristol organisation which offers knows their people are their strength.

Procurement Category Manager - Technology

Highly regarded Technology organisation seeks an experience technology procurement candidate to join a newly created role in their expanding procurement function.

National Lead of Operational Learning & Development

SCP 65-69 (£73,137 - £79,402)

Oasis Community Learning

We are offering a unique and exciting opportunity to become an influential leader within one of the largest trusts in the UK.

Director of Human Resources

Competitive

University of Sussex

Having challenged convention since its foundation in 1961, the University of Sussex was created to be life-changing for its students, to deliver pr...

Head of Human Resources

London (Greater)

£85000 - 95000 per year +

UK Debt Management Office

About the organisation The UK Debt Management Office (“DMO”) is an Executive Agency of Her Majesty's Treasury (“HMT”) responsible for financing the...

Head of Value Propositions and Innovation

90,000-95,000

Michael Page (Client Branded)

This is an exciting newly created role Coach and lead a team of 12 people About Our Client For over 140 years City & Guilds have worked with peo...

Head of Brand Strategy (corporate)

up to £100k

Corporate Communications Recruitment

An award winning global integrated agency with a strong corporate branding offer are looking to hire a head of brand strategy. Great opportunity!

CHIEF EXECUTIVE OFFICER

Heaton Moor, Stockport

£62,000 per annum

Supportability

The Chief Executive role for the Charity is to work on behalf of the Board of Trustees to develop and deliver the business plan and business strate...

Head of Governance and Executive Office

Office-based in London, N4 with flexibility to work remotely, minimum 2 days in the office per month

£67,678 - £72,753 FTE (Actual: £40,606.80 - £43,651.80 per annum) plus excellent benefits

Our Head of Governance and Executive Office leads on ensuring that we maintain the highest standards of governance, demonstrating practice across...

Development Director

Cambridge, Cambridgeshire, CB2

£75,000 - £85,000 with flexibility for an outstanding candidate

Our client is looking for an exceptional individual to be their next Development Director following the retirement of the current post-holder.

Senior Procurement Manager / Technology / Global Law-Firm

GBP550 - GBP625 per day +

9 MONTH INTERIM OPPORTUNITY £550-625p/day - Senior Procurement Manager - Technology - Global Law Firm - Leeds & Hybrid working This globally recognise

Opportunity to train with a leading global fundraising consultancy

£51,000 plus performance related bonus of £2,500 in 2024

THINK Consulting Solutions

Motivated by a continual stream of new challenges? Love to problem solve? Committed to helping teams and individuals deliver top quality fundraising?

Chief Executive

St Wilfrid’s Hospice, Eastbourne

£90,000 - £95,000 + pension + benefits

St Wilfrid's Hospice

Chief Executive St Wilfrid’s Hospice, Eastbourne Full-time £90,000 - £95,000 + pension + benefits St Wilfrid’s Hospice is the local hospice for the...

Procurement Consulting Opportunities / Leading Boutique

GBP65000 - GBP80000 per annum +

Procurement Consulting opportunities - Market Leading Procurement Boutique Consultancy - Private Equity Backed - London + Travel - £65-80k + Package

Strategic Procurement Manager - Packaging - Global FMCG

GBP50000 - GBP60000 per annum + + Package + Flexi Working

Strategic Procurement Manager - Packaging - Global and Iconic FMCG brand Location: London/Remote Salary: £50-60k + package

GBP550 - GBP600 per day +

9-Month FTC - Senior Procurement Manager - Technology - Global Law Firm - Leeds & Hybrid working - £550-625p/dayThis globally recognised law firm, ren

Senior Procurement Manager / Indirects / Global Law-Firm

Procurement Manager- Global Leading Law Firm - FTC - 6 Months- Leeds Based- **£500-600/Day Inside IR35**

Senior IT Procurement Manager 9 month FTC

GBP600 - GBP625 per day +

Senior IT Procurement Manager- Global Leading Law Firm - FTC - 9 Months- Leeds Based- **£625/Day Inside IR35**

Assistant Director, HR Business Partnering

£75000 - 100000 per year +

City of London

We are the City of whatever we make it… A career with the City of London Corporation is a career like no other. We are based at the heart of one th...

Assistant Director, Organizational Development & Talent

Client services director.

Remote (UK)

Up to £90k DOE plus benefits

air-recruitment

Are you the senior client services pro this really warm and friendly creative agency need?

Assistant Director, HR Operations

Senior hr business partner.

HR Business Partner London - Hyrbid £70kpa

Brighton, England

£300.00 - £400.00 per day

A 6 month temporary HR BP based in Brighton (hybrid), £300-£400 per day

Marketing Lead

£65000 - £75000 per annum

Major Players

Marketing Lead/Head of Marketing - Tech Marketing Lead/Head of Marketing - The Company My client is an extremely successful start-up within Tech (SaaS

HR Systems and Information Lead

Hybrid working

Imperial College London

We are urgently seeking an experienced HR System and Information Lead that can provide strong leadership to our HR Systems team, during a project p...

Associate Director (Summer School and Executive Education)

£70,000-£83,000

London School of Economics

Play a leading role in delivering a key part of LSE's 2030 vision and strategy Be part of a highly successful and commercially driven team About...

Art Director / Creative - client side / in-house role

£70k - £75k + benefits / flexible working

MODA Consult

This beautiful brand is looking for an Art Director / Creative to work within their in-house team. Outstanding interior design / furniture brand.

Partnership Director

£70k Basic + £30k OTE plus benefits

This is such an exciting role, a Partnership Director working with tech platforms, at a leading digital / commerce agency. Something really different!

HR Manager 14mth FTC

£50000.00 - £55000.00 per annum

HR Manager London - Hybrid 14mth FTC Immediate Start

IT Procurement Manager - Sustainable Technology Firm Location: Remote with option to go into office in Central London Salary: £80-85,000 plus package

Business Director - 2 roles at varying levels

London - Hybrid working, 3 days in the office 2 days at home

£75k - £85k dependent on experience and great benefits

2 fantastic opportunities at this top creative agency at Business Director level. We need someone with strong CRM / customer engagement experience.

Business Director x 2 roles

£85k - £100k dependent on experience and great benefits

2 fantastic opportunities at this top creative agency at Business Director level. Opportunity to work with some of the best in the business.

HR Manager / Senior HR Business Partner

Birmingham, England

£60000.00 - £65000.00 per annum + Excellent Benefits

This is an interesting opportunity to join a smaller but highly successful UK business working as a strategically minded HR Business Partner.

Early Talent Programs Senior Associate

City of London, England

£50000.00 - £60000.00 per annum

A Global Rating Agency in the hub of the Financial Market for Early Talent Programme Lead

International Pensions Senior Manager

£80000.00 - £100000.00 per annum + Bonus, cash allowance, hybrid, flex

The International Pensions tax team advises employers, employees, and trustees of pension plans on tax treatment for distributions from and contributions to International Pension Plans.

Senior Reward Manager - Tax

The role would suit an existing Manager with demonstrated experience in employment tax advisory and compliance work. Employee share plan and global mobility experience would, whilst not essential, be an advantage.

Project Management Lead (Mobilisation)

Blended between office and home (England and Wales)

Salary: £56,214 plus London Allowance of £3,520 if applicable

Citizens Advice

We are looking for an experienced project/programme manager with a demonstrable track record in successfully delivering major change initiatives.

Senior Benefits Manager

£55000.00 - £70000.00 per annum + Bonus, hybrid, negotiable

The purpose of this role is to manage the Global Benefits Operations across all locations.

Benefits & Wellbeing Manager

£50000.00 - £65000.00 per annum + Bonus, hybrid & flexi, negotiable

The firm takes very seriously the physical and mental health of its employees and partners.

HR Director

Slough, England

£105000.00 - £115000.00 per annum + 20% bonus, car allowance

Excellent HR Director opportunity. Up to £115k + bonus + car allowance. Hybrid working.

Senior Procurement Consultant / Best-In-Class

GBP60000 - GBP75000 per annum + Bonus

Senior Indirect Procurement Consultant / FTSE 250 Consultancy Organisation / Rapid Career Progression / Home Based Contract / £60,000 - £75,000 + Benefits inc. Bonus

CAPEX Category Manager - Global Utilities Company

Saudi Arabia

GBP60000 - GBP70000 per annum +

Procurement Category Buyer - CAPEX (Engineering & Construction) - Global Consultancy - Global Waste Management Project - 20-35,000 SAR - Riyadh Saudi

Major Waste Management/Utilities project - Category Manager

Leading Saudi Arabian Utilities company - Major construction project Role: Buyer Salary: 25-35,000 SAR Location: Saudi Arabia This Leading Procuremen

Procurement Senior Manager - Global Blue-Chip

World renowned professional services firmRole: Senior Consultant - Indirect GeneralistLocation: London - WFH / Occasional travelSalary: £60-70k + Pack

Safeguarding Trustee

Flexible location

Save the Children

Are you motivated by our vision of creating a world where every child doesn't just survive, but thrives, and can go on to change the world?

Grade 10 - £63,673 to £69,561 (appointment is normally made at lowest point on scale)

The Alliance for Sustainability Leadership in Education - EAUC - has a unique opportunity to be our CEO. Are you that person?

Deputy Young Transport Workers Officer (London)

Starting at £54,879 – £64,730 (plus a bonus of 1/12th of annual salary)

International Transport Workers Federation (ITF)

The Deputy Young Transport Workers Officer, based in our London office will develop strategies for organising young transport workers, ensuring tha...

Innovative Procurement Manager - Media Production

GBP55000 - GBP65000 per annum + + Package

HRIS Specialist

£50000.00 - £65000.00 per annum + Bonus, negotiable, work abroad

This is a fully autonomous role, where you will have full ownership to design, implement, and bring to life an established but underutilised HRIS system.

Head of Human Resources - Part Time

SW3 6JJ, London (Greater)

£60,000 - £70,000 FTE + Benefits

Job description Job Purpose The Royal Marsden Cancer Charity (RMCC) raises money solely to support The Royal Marsden, a world-leading cancer centre...

Head of People

Wallington, London (Greater)

Cognus Band 6 £39,872.04 (0.6 FTE of £66,454.84)

Cognus Limited

We are looking for a highly motivated and experienced Head of People to lead our HR department, develop our teams and provide strategic direction.

Construction Category Manager

£570 per day (inside IR35)

Langley Search & Interim

The Opportunity:-   Our client is currently recruiting for an interim Construction Category Manager to deliver commercial strategy and tendering / ...

Senior Indirect Procurement Consultant / FTSE 250

Hr business partner - hybrid working.

Salisbury, England

£47000 - £53000 per hour

Are you an experienced HR Business Partner with Public Sector experience who can commute to Salisbury 2-3 days a week? Are you available to start a new interim role at relative short notice? If so please apply today.

Global Mobility Senior Manager

£70000.00 - £95000.00 per annum + Bonus, cash allowance, negotiable

We are looking for a Senior Manager to join our Financial Services Global Mobility Services (GMS) Technology team in London. Our Global Mobility Service (GMS) practice is a diverse and fast-growing area of our Tax business.

Junior Business Partner

Your new company This company is one of the world's leading technology communication companies. They have a large international presence, leveraging 12,000 employees in the UK alone.

Head of External Affairs: Fair By Design

£47,013-£56,415 pa + up to 10% contributory pension

Barrow Cadbury Trust

Seeking a talented individual with an outstanding track record of successfully delivering impactful communications and public affairs strategies.

Associate Director – B2B technology PR

£65000 - £80000 per annum

Are you an Associate Director ready to change agencies? Looking to work with industry defining clients? Are you an individual with the ambition to become...

Tewkesbury, England

£45000.00 - £55000.00 per annum + full range of benefits

HR Manager, to £55k pa + bens, hybrid working, Tewkesbury based organisation, HR generalist post, perm. Proud to be the exclusive recruitment partner for a superb leading,well established and growing retail organisation.

GBP50000 - GBP65000 per annum +

Direct Procurement Specialist- Leading Automotive Firm- £40-50K+ Package- London Based Procurement Consultant Role- Leading Top 100- Forbes Procurement and Supply Chain Consultancy Specialist- £65K+ Exciting Benefits Prestigious Central Lo

MD for an ambitious PR agency

£120,000 - £150,000

f1 Recruitment

An incredible opportunity for an MD to join this award winning integrated agency. Reporting into the CEO, this is an exciting opportunity to lead t...

HR & OD Business Partner

£54223 - £60316 per annum

Are you an experienced HR Business Partner looking for a new challenge? With a refreshed HR & OD Strategy and senior leadership team this is a great time to join.

Head of Development

Clerkenwell, London

£45-50k per annum

Art Angel Trust

The role has a strong understanding of the funding landscape in the UK and has successfully fundraised from trusts and foundations and private patrons

Oxfordshire, England

£50000 - £60000 per annum

A newly created Head of HR role within a post-transformation setting.

Procurement Manager - Travel and Events

USD120000 - USD130000 per annum +

Procurement Manager - Travel and Events Procurement - $120,000 - $130,000 - Global Leader in Food and Beverage - RemoteIf you want to hear more about

HRIS Project Manager (iTrent)

£400 - £500 per day

1 My London based healthcare client is looking for an experience HRIS Project Manager (iTrent) to join the team on an interim basis. (Hybrid working)

Director of Communications

Avon & Somerset Police

We support the lives of millions of people across our diverse communities, and have a workforce of over 6,000 inspiring and dedicated staff,

Head of Digital

City of London, London / London

£100000 - £120000 per annum

Head of Digital (B2B Marketing)**NEW ROLE** The CompanyAn international law firm with an exceptionally strong brand platform and a reputation for exce

Interim Head of HR

£70000 - £75000 per annum

We are looking for a Head of HR to join a unique organisation in central London for 12 months.

FM / Construction Procurement Manager - Global FTSE 250

Dublin City Centre

EUR75000 - EUR85000 per annum + bonus + flexi working

FM & Construction Procurement Manager - Global FTSE 250 FMCG - 85,000 EURO + package Location: Berkshire (flexible working available)

Procurement Manager - Production and Special Projects

GBP55000 - GBP60000 per annum + + Package

Procurement Officer - Global Mega City

GBP50000 - GBP60000 per annum +

Procurement Officer - Flagship Mega Project in Saudi Arabia - Raw Materials and Direct Procurement - Riyadh - 15-20,000 SAR per month + benefits - ARA

FM Procurement Manager - Global FTSE 250 FMCG

GBP75000 - GBP80000 per annum + bonus + flexi working

FM Procurement Manager - Global FTSE 250 FMCG - £80,000 + package Location: Berkshire (flexible working available)

Recruitment Partner - Technology / Digital

£45000 - £55000 per annum + bonus, benefits package & hybrid working

We are looking for you to be a great team-player who enjoys working with others to achieve exceptional team results.

Procurement & Supply Chain - Management Consultants

GBP70000 - GBP90000 per annum + bonus + excellent package

Procurement & Supply Chain - Management Consultants - Multiple Opportunities Rapidly Growing Management Consultancy London + Flexibility + Some Travel £70,000 - 90,000 (depending on experience)

Director of Finance and Operations

£77,500 - £85,000

We are looking for a strategic inspiring leader with substantial experience in delivering financial and operational leadership.

Global Hard FM Procurement Manager

GBP70000 - GBP80000 per annum + bonus + excellent package

Global Hard FM Procurement Manager - Global FMCG - London - £70,000 - £80,000 + Package

Senior Facilities (FM) Procurement Manager

GBP75000 - GBP85000 per annum + Package, Rapid Progression

Senior Facilities (FM) Procurement Manager - Global Property Giant - London - £75,000 - £85,000 + Package

Generating over $600 million in annual revenue, this dynamic food and beverage organization are undergoing progressive internal transformation - buil

Head of Innovation and Partnerships (Health)

£50520 - £51468 Per Annum

Head of Innovation and Partnerships (Health) We have an exciting opportunity for a Head of Innovation and Partnerships to drive innovation to support the work in integrated health and care delivery, and progress opportunities to build new partners

Taxation Accountant

Sandy, Bedfordshire (Hybrid)

£42,768.00 - £52,124.00 per annum

This role will become the charity's internal tax expert, providing advice on all taxes that affect the organisation and its entities.

Head of Business Development

£49584 - £50520 Per Annum

We have an exciting opportunity for a Head of Business Development to deliver the charity’s ambitious business development goals.

Finance Manager (maternity cover, 15 months)

E2 9DA, London (Greater)

£50 - £60k depending on experience

ISEAL Alliance

ISEAL is looking for an experienced and motivated 15-month maternity cover for the position of Finance Manager. The role encompasses all responsibi...

Director of Talent & Learning

Essex (Hybrid)

C£90,000 basic salary plus Excellent Benefits

Essex (Hybrid: 2/3 days per week Essex with travel/WFH) Our client is a multi-site, fast paced service organisation with strong values. The busines...

Global Indirect Procurement Specialist

GBP50000 - GBP60000 per annum + Excellent Bonus, Rapid Progression

Global Indirect Procurement Specialist - World-Leading Professional Services Organisation - London + Flex. - £50,000 - £60,000 + Excellent Package

Head of People and Organisational Development

Location: Bridgwater College Academy

Salary: £65,000 - £75,000 per annum

Bridgwater & Taunton College

Bridgwater and Taunton College Trust is seeking to recruit an outstanding colleague to the position of Head of People and Organisational Development.

Head Of Procurement

St Helena Island, South Atlantic

£75k pa (Salary of £60k pa, plus International Supplement)

St Helena Government

Enjoying unique lifestyle opportunities, St Helena Island is a self-governing overseas territory of the United Kingdom.

Contract Manager

£60k pa (Salary of £45k pa, plus International Supplement)

ASSOCIATE DIRECTOR | Corporate Reputation, Brands

£75,000 - £80,000

This global communications agency is seeking a proven corporate and business media strategist, with solid editorial relationships and deep expertis...

Associate Director / Senior Associate Director – Energy & Sustainability

London (Central)

Depending on experience

Premier Resourcing UK

Associate Director / Senior Associate Director – Energy & Sustainability GV5409 Exciting London agency looking to recruit someone with publ...

Director (Financial PR - Tech, Natural Resources, Financial Services )

Up to £150'000 + benefits

Brook Street

Director (Financial PR - Tech, Natural Resources, Financial Services ). Leading Corporate & Financial PR Agency. Competitive Salary.

Procurement Manager - Strategic TV Production

GBP60000 - GBP65000 per annum + + Package

Head of People, Organisational Development and the Workplace

Hybrid Working with Head Office at Euston, London NW1 1BS

Circa £80,000 pa plus excellent benefits

Origin Housing

Origin Housing are now seeking an exceptional individual to join them as their new Head of People, Organisational Development and the Workplace.

Senior Procurement Manager - Indirects - Global Law Firm - Leeds & Hybrid working - £70-75k + package This globally recognised law firm, renowned for

Strategic Sourcing Manager - International TV Production

Senior media relations manager.

Senior Media Relations Manager Seeking a new in-house challenge leading a team to create and deliver media relations strategies for a global profes

Interim Resourcing Advisor

Your new role You will be joining this multinational market leading brand as they prepare to launch an exciting new project across the UK.

Senior Manager - Pay & Reward

Hybrid flexible working with office locations nationally

£55000 - £65000 per annum + generous benefits

My highly respected national Charity client has an exciting opportunity for an experienced Pay and Reward specialist to join their organisation.

Senior HR Advisor

Bournemouth, England

£20.58 - £28.64 per hour

Seeking an experienced HR Advisor / Senior ER Advisor to join a large organisation managing a complex case load of ER 3-6 months +

Programme Manager

£55k per year

Implement key organisational change initiatives which are critical to the achievement of the Charity's strategic aims and objectives.

Director of People & Operations

Hybrid working. Largely home-based, some in-person expected. Some flexibility for hot-desk locations

Are you an ambitious, innovative, and values-led leader who could form a key part of this charity's Senior Leadership Team?

Account Director

£400 - £450 per day

Head of Finance

£52,404 - £62,573

We are looking for a Head of Finance to lead on the development and implementation of financial strategy, financial planning and budgeting

Head of P2P Outsourcing (BPO)

EUR100000.00 - EUR120000.00 per annum +

This international FinTech organization provides technology and consulting services to its clients around the world including the implementation of customized Procure-to-Pay (P2P) and Source-to-Contract (S2C) solutions that digitize and simplify purchasin

Indirect Marketing Procurement Manager / Best-in-Class

Indirect Marketing Procurement Manager / FMCG / Nationally Loved Brand / London / £60,000 - £70,000 + Benefits inc. Bonus

Resourcing and Data Analytics Manager

£65000.00 - £80000.00 per annum

Resourcing and Data Analytics Manager, Leading FTSE 250 Firm, London, Hybrid, Permanent, 65K - 80K

Head of HR/HR Director

Abingdon, England

£75000.00 - £100000.00 per annum

We are looking for a Head of HR/HRD with M&A experience to join our life science client in Oxfordshire.

Category Manager

Senior Procurement Category Manager- Global FMCG London Based- £60-70K + Package

Flagship project - Procurement Buyer - Tech

GBP60000 - GBP80000 per annum +

Procurement Buyer- (IT, Hardware, Software) (Multiple Roles) - Working with a leading Global Procurement Consultancy on a Flagship Project in Saudi

Leading Saudi Arabian Utilities company - Major construction project Role: Buyer Salary: 25-30,000 SAR Location: Riyadh This Leading Procurement & S

Interim Benefits Manager EMEA

£300.00 - £600.00 per day

Interim Benefits Manager EMEA - Financial services - London Hybrid Competitive day rate - inside scope of IR35 Interim Benefits job Interim Benefits Specialist Interim Benefits Consultant

Interim HR Talent Partner / HR Business Partner

Procurement category manager - indirects.

Global Procurement CPS Lead - £multibillion FMCG Major - LONDON / WFH - £70-77k + Car and other package details Global FMCG brand is seeking a bright

Global Procurement Category Manager - Professional Services

Title: Procurement Category Manager - Professional Services and Business IntelligenceCompany: Global FTSE 100 Financial Services FirmLocation: WFH - L

Interim HP BP - Technology

£427.00 - £518.00 per day

Interim HR BP to support a Tech population - 9-12 months + - London Hybrid up to £518 per day inside scope Interim HR Business Partner job Immediate start

Regional HR BP - 12 M FTC

£65000.00 - £70000.00 per annum

Interim Regional HR BP - 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance Interim HR BP - 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance Interim Human Resources Business Partn

Interim Reward Manager

£400.00 - £500.00 per day

Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope

Procurement Consultant

GBP60000 - GBP65000 per annum +

Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consultancy Speciali

Talent Acquisition Partner - Technology

An international Investment Management Firm

Procurement - Managing Consultant

GBP40000 - GBP60000 per annum + package

Procurement - Managing Consultant - Global FTSE 100 Professional Services Firm - London - £40 - 60k + Excellent Benefits Package

Global Procurement Consultant (multiple roles)

GBP30000 - GBP60000 per annum + package

Global Procurement Consultant (multiple roles) - Management Consultancy - London - £30,000 - £60,000 + Excellent Package + Personalised Career Plan + State of the Art Offices

Global Junior Procurement Consultant

Global Junior Procurement Consultant - GNFR- International FMCG Firm - London - £40,000 - £60,000 - Excellent Package - Fast Track Career Progression

Strategic Sourcing Manager, IT & Technology

EUR60000 - EUR90000 per annum + bonus + benefits

Strategic Sourcing Manager, IT & Technology - Global FTSE 100 FMCG Player - Dublin- £50,000 - €90,000 + Bonus & Benefits

Procurement Category Manager, HR & Professional Services

Procurement Category Manager, HR & Professional Services - Iconic Brand - Dublin with Flexible Working - €90,000 + Benefits

IT Procurement Team Lead

EUR60000 - EUR80000 per annum + package

IT Procurement Team Lead - Global FTSE 100 Conglomerate - Amsterdam - €80,000 + Package

Software Technology Procurement Manager

EUR55000 - EUR90000 per annum + bonus + benefits

Software Technology Procurement Manager - Strategic Growth Initiative - £25bn+ Professional Services Giant - DUBLIN

Reward Manager - Analytics

Bonus, car cash allowance, hybrid

The Reward Manager (Analytics) role requires a professional with a broad and detailed working knowledge of compensation processes with the expertise to implement change using complex reward analytics.

Reward Analyst

Bonus, hybrid, negotiable

The scope of this role is to support the Reward Director in the delivery of group wide annual pay and performance review, share plans across the organisation, the provisions for pension arrangements and the employee benefits offering across the Group.

Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Senior Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consultancy S

Part home/part office (London) based

£90,000 per annum

The UK Committee for UNICEF

This is a great opportunity to join the UK Committee for UNICEF (UNICEF UK) as the Director of Communications.

Non-Executive Directors

£4,800 p.a.

Raven Housing Trust

We’re looking for two people to join our Board...

In House Media Relations Manager Role at Top Law Firm

Exceptional In House Media Relations Manager wanted for top tier global Law Firm!   Salary: £70k DOE - our client will flex for the right candidate

Head of Foundation Partnerships

£60,000 per annum

This is a great time to join the UK Committee for UNICEF (UNICEF UK) as we have ambitious plans over the next five years.

Bradford, West Yorkshire

Bradford Council

City of Bradford Metropolitan District Council – Head of Procurement Bradford is an extraordinary city. Vibrant and diverse, it’s a place of opport...

£50000.00 - £60000.00 per annum + full range of benefits

Trainer, to £60k pa, permanent, hybrid with Bristol/Birmingham/Bracknell or Guildford office. Finance sector, leading, long standing and award winning company.

HR Consultant - TMO Change Project

Cheltenham, England

£350.00 - £400.00 per day + WFH/remote working

HR Consultant - Target Operating Model change project, up to £400 per day, remote working, interim asap. FTSE 100 multi-national engineering organisation which has its headquarters in Cheltenham.

Principal Commercial Manager

Canary Wharf, London (Greater)

£51,810 - £59,405 pa

Exciting opportunity for a proven senior commercial professional, with extensive experience of delivering end to end procurement activity.

Senior Procurement Manager - Professional Services

GBP60000 - GBP75000 per annum +

Senior Procurement Manager - Professional Services - Multinational Communications Firm - £80-90K + Bonus - London based (hybrid model working) One of

Procurement Category Manager - Professional Services & HR

GBP60000 - GBP75000 per annum + Benefits

Blue chip FMCG firm seeks a strong Professional Services sourcing expert to join its world-class procurement function.

Procurement Category Manager

GBP55000 - GBP65000 per annum + + Car & Benefits

Iconic FMCG brand seeks a high-achieving procurement expert to join the ranks and drive a crucial spend category towards best-in-class.

Belper, England

A Permanent HR Manager Job in Belper, Derby Paying up to £60,000 + 10% Bonus Depending on Experience

Deputy Development Director

Cambridge, Cambridgeshire

£45,000, - £50,000, depending on experience.

This is a great opportunity for an enthusiastic & motivated professional to develop their fundraising skills in one of the most friendliest Cambridge.

Senior Procurement Consultant

Senior Procurement Consultant - Forbes Top 100 Procurement and Supply Chain Consultancy Specialist-£65K+ Exciting Benefits- Prestigious Central London Office Location Senior Procurement Consultant Forbes Top 100 Procurement and Supply Chain Consult

Head of Communications and Engagement

Gatwick, West Sussex

Circa £70,000 per annum + excellent benefits, including flexible working and 33 days annual leave +

KENT SURREY SUSSEX AHSN LTD

KSS AHSN is seeking to appoint a dynamic Head of Communications and Engagement to join their team!

Head of People Support Services

West Midlands Region

£70,086 - £73,333

West Midlands Fire Service

Head of People Support Services West Midlands Fire Service £70,086 - £73,333 Who we are West Midlands Fire Service is an ambitious and progressive ...

Strategic Partnerships Director - Remote

Up to £80,000 per annum + benefits

Micro:bit Educational Foundation

Partnership is a key value of the Micro:bit Educational Foundation and has been central to our success from the very start of the organisation, hel...

Procurement Administrator / Riyadh

GBP15000 - GBP22000 per month + living allowances

Procurement Officer Arabic Speaking - supporting a Flagship Mega Project in Saudi Arabia - Renewable Energy & Sustainable Technologies - Riyadh - 15,0

Procurement Consultant opportunity, Saudi Arabia

Expat Procurement Consultant opportunity - Flagship Mega Project in Saudi Arabia - Renewable Energy & Sustainable Technologies - Saudi Arabia - £60-75

Mid/Senior Backend Developer

£50000 - £110000 per annum

I am working with a UK mobile app, website and branding agency looking for an engineer to join their team.Skillset:Expertise in NodeJS and Javascript,

Deputy Head of Knowledge and Evidence

Cardiff (Caerdydd)

£58,611 - £63,522

Natural Resources Wales

Role Purpose   As a member of the core Leadership Team of Natural Resources Wales (NRW), you will fulfil a key strategic role, alongside your funct...

Buyer CAPEX OPEX - GAB

GBP5000 - GBP6000 per month + Benefits

Buyer - Capex / Opex Procurement Consultant - Global Consulting firm working on site with a Waste Management organisation - Riyadh, Saudi Arabia - 25-

Senior PR Manager (UK and Australia)

£65000 - £72000 per annum + Bonus

Senior PR Manager (UK & Australia)Up to £72,000 + annual bonus We are proud to be a partner for one of the world's leading dating brands in their sear

Head of Finance & Operations

£50k - 58k per year

Harris Hill is recruiting for a Head of Finance & Operations for this Children's Charity based in London (Hybrid)

Head of Programme - Diversity & FIR

£60,000 - £70,000

Recruitment Revolution

We are seeking an experienced leader to help us drive change in the construction and engineering industry.

Senior Outsourcing Consultant - Global Consultancy

GBP65000 - GBP75000 per annum + Package

Role: Senior Technology Outsourcing Consultant Firm: Global Consultancy Salary: £65,000 - £75,000 Location: London / Hybrid Working Contact: Tabitha -

Senior Indirect Procurement Manager / Best-in-Class

Senior Indirect Procurement Manager / Best-in-Class Professional Services Organisation / Rapid Career Progression / London / Flexible Working / £57,000 - £67,000 + Benefits inc. Bonus

Global Procurement Consultant - Manager Grade

GBP80000.00 - GBP100000.00 per annum + Car Allowance, Bonus

Global Procurement Consultant - Manager Grade - Industry-Leading Procurement Consultancy - London + Hybrid Working - £80,000 - £100,000 + Excellent Bonus Scheme + Car Allowance If you are a Senior Procurement Consultant at either a 'Big 4' or a Bo

Procurement Consulting Opportunities / Leading UK firm

Business director.

£75000 - £90000 per annum

Job Title - Business Director The Role / Company A fashion and entertainment agency are looking for a Business Director to work on a US fashion brand!

Director of Fundraising

£80k - 85k per year

Harris Hill are thrilled to be partnering with a much-loved British veterans charity to recruit their new Director of Fundraising.

Supply Chain Coordinator

GBP200.00 - GBP400.00 per day +

Supply Chain Co-Ordinator - Global FMCG - London + Flexible Working - £400/day (flexible dependent on experience) - Initial 6-month contract Market-leading consumer goods company, responsible for some of the most recognizable brands on supermarket

Head of HR Part Time

£80000.00 - £100000.00 per annum

Head of HR in Wealth Management & Financial Planning, based in Mayfair Part Time - 3 Days a week

Interim Reward Manager - Global Law Firm - London/Remote - up to £500 per day inside scope

Interim HR Project Manager - Remote UK

£500.00 - £600.00 per day

Interim HR Project Manager job- 6 month duration - Remote working in the UK - £400-£600 per day outside of scope HR Program Manager job / HR BP job

Global Procurement Lead - Supply Chain

GBP75000 - GBP80000 per annum + Benefits

Iconic brand seeks a high-achieving procurement expert to join the ranks and drive a crucial spend category towards best-in-class.

Indirect Procurement Director - Procurement Consultancy

GBP100000.00 - GBP110000.00 per annum + Excellent Bonus

One of the largest specialist procurement consultancies in the UK is looking to bring on a Director level procurement professional with a strong track record across both delivery and sales within a management consultancy environment.

Interim Regional HR BP- 12 month FTC - Facilities Management - London - c£65,000 - £70,000 plus car allowance

Associate Director of Resourcing

Gloucestershire, England

£257.00 - £292.00 per day

In this strategic post you will be a key member of the senior People & OD leadership team and you'll be implementing effective resourcing strategies that support the workforce transformation plans for the organisation and enable the recruitment, supply an

Senior Recruitment Manager

£75000.00 - £85000.00 per annum

Partnering with NASDAQ listed business to deliver expert support to their global talent acquisition function.

Head of Operations

London, E1, with scope for flexible working

£45,000 - £50,000 per annum

SPAB (The Society for the Protection of Ancient Buildings)

Could you bring senior level support for financial management and operational resilience, enabling us to fulfil our charitable purpose effectively?

Head of TA - Europe

£75000.00 - £90000.00 per annum

Head of TA - Europe, International Recruitment Agency, 75K - 90K, Hybrid, Permanent.

Head of HR in Wealth Management & Financial Planning, based in Mayfair

Communications Lead

NEW Communications Lead position with the TNFD.

Director of Development

Murray Edwards College, Cambridge

Murray Edwards now seeks to appoint a new Director of Development

MG2-3 £52,225 - £68,532 per annum depending on location

Avanti Schools Trust

This is an exciting opportunity to join Avanti in a forward-thinking, dynamic and strategic role to drive our ambitions about our people and culture.

Assistant Director - Education and Equalities

London Fields, London (They promote a flexible, hybrid way of working)

This is an exciting opportunity to join the charity as an Assistant Director to lead their highly skilled and passionate Education and Equalities team

Chief People Officer

London (Central), London (Greater) - Agile/Hybrid - Homeworking,

£97-£100k FTE plus 6% contributory pension. 27 days plus bank holidays

Anna Freud Centre

Within this role, you will have an opportunity to create and shape the new role of Chief People Officer within the Centre.

Managing Director - Leading Consumer Lifestyle PR Firm - London

Based in the heart of central London

Up to £130'000 + benefits, bonus and E MI Share Option Scheme

Are you an entrepreneurial M.D or highly experienced Director looking for more creative control at a top Consumer Lifestyle PR Firm? If so, read on!

Performance Marketing Manager

London, City of London

£50000 - £70000 per annum

Performance Marketing Manager - Financial Services - London£50,000 - £70,000I am excited to be working with a Global Financial Services business that

Talent Acquisition Manager

Talent Acquisition Manager - Central Oxford - Hybrid - Up to £55,000

Resourcing advisor

£24.09 - £26.83 per hour + Hybrid working

Full-time Resourcing Advisor - £24.09 - £26.83 This is a great opportunity to join a non-profit organisation within the education sector as a Resourcing Advisor. Hybrid working available.

Buckinghamshire

£50k per year

Harris Hill is recruiting for a Permanent Head of Finance for this well-established charity based in Buckinghamshire -Only 1 day a week in the office

£65000.00 - £75000 per annum

Head of Production

Up to £90k plus benefits

​This full-stack consultancy and communications company is looking for a Head of Production

HR Business Partner/Associate HR Business Partner

Portsmouth, Hampshire

See job advert

University of Portsmouth

The University of Portsmouth are looking for talented and ambitious people to join our HR Partnering Team.

Associate Director – B2B technology and sustainability

£75000 - £80000 per annum

Consider yourself a tech savvy individual? Are you looking to move into an industry defining agency? Are you fascinated by all thing’s sustainability, healthcare, and...

Director of Corporate Communications - FTSE 100 - 6 month FTC

Windsor, Berkshire

£80,000-£120,000

Fantastic 6 month FTC for a Corporate Communications Director to joing a FTSE 100 business in the Travel/Hospitality sector.

Senior Tech Recruitment Partner

£60000.00 - £65000.00 per annum

An international strategy consulting firm for more than 50 years

£80,000 - £85,000

The Great & The Good

London-based network agency seeks entrepreneurial Business Director to play a key role in their future growth.

Internal Communications Manager

Up to £60000.00 per annum

We are looking for an Interim Internal Communications Manager to join a scientific organisation with a clinical purpose, aiming to set the standard for the future of pathology.

Strategy Director - Consumer creative clients

£65k-£90k (London) or £60k-£80k (Scotland)

NEW Strategy Director position with hugely creative and established communications agency.

Resourcing Projects Lead

£45648.00 - £57056.00 per annum

Permanent Opportunity - Resourcing Projects Lead

£50000 - £53000 per annum

We have an urgent requirement for a passionate EDI lead to join a London based NHS Trust as their EDI Manager for the next 3 to 6 months.

Head of Government Relations and Public Affairs

£60000 - £61000 per annum + pension, flexible working, life assurance

The Commonwealth War Graves Commission

Head of Government Relations and Public Affairs Location: Maidenhead, with Hybrid Working Contract Type: Permanent, Full Time Benefits: Circa £60,000 with substantial benefits package

Head of Resourcing

£58708.00 - £76198.00 per annum

Permanent Post - Head of Resourcing

Board Director/Deputy MD

c£150,000 plus comprehensive benefits

The Foundry - Original

A mid-sized consultancy, part of a larger privately owned group, is looking for a successor or deputy to the CEO

Senior Copywriter/ HoC - FTC Mat Cover

£65000 - £70000 per annum

Senior Writer - FTC Maternity Cover Our client, an award-winning Creative Agency, are on the lookout for their next Senior Copywriter to join their t

Nottingham, England

This is an excellent opportunity for an experienced HRBP who is a strong generalist but also has led on EDI and well-being initiatives and policies.

Head of Adult & Child Bereavement Services

Sydenham, London (Greater)

£57,954 per annum (being the full time equivalent)

St Christopher's Hospice

We have an exciting opportunity for a passionate, enthusiastic, dedicated and experienced leader to head up our Adult and Child Bereavement Services.

Growth Director - Digital Agency - London

£110,000 - £120,000 per annum + bonus & benefits

Growth Director, Digital Agency, London with min 8 years experience within new business role

Creative Director (marketing partnerships)

£75000 - £90000 per annum + Bonus & Bens

Are you a Creative Director or ACD with Marketing partnerships experience ready to step up? RoleI am looking for a strong ideas person who can develo

Director of Finance and Operations | Bliss

London, UK (hybrid working available)

circa £65,000, depending on experience

4 or 5 days per week / permanent Come and make a real difference to the lives of babies born premature or sick by joining Bliss as our next Directo...

HEAD OF PR | Global Creative Agency

A fantastic opportunity to effectively launch a new inhouse PR division within this high profile, high talent London based creative agency. You wil...

Up to £100k dependent on experience

Are you a Client Services Director with fantastic integrated experience? We want to hear from top talent for this thriving agency.

Executive Director for Wales

Salary: £71,500

Every life lost to suicide is a tragedy, and Samaritans' vision is that fewer people die by suicide. That's why we work tirelessly to reach more pe...

Global HR Director

Cardiff, Wales

International Baccalaureate

Responsible for the design and delivery of the entire suite of HR deliverables across all IB offices, the Global HR Director is the top-most HR professional at the IB who will provide strategic HR advice to the executive team, and who will champion strate

eCommerce Manager - Luxury Sustainable Sneaker Brand

£80,000 - £100,000 depending on experience + Bonus Incentives

We’re fairly ‘new kids’ to the block but we are experiencing crazy growth and looking for someone to be part of this incredible journey.

PR Associate Director - Consumer

PR Associate Director – Consumer GV5535 Multi-award winning agency who are growing quickly with a great team, are currently looking for a PR Assoc...

Managing Director - rapidly growing strategic comms agency, deliberately challenging the status quo

Central London

£ highly competitive package dependent on experience

Newly-formed MD role for a strategic comms agency, focused on running and growing the business. An agency challenging the conventional industry model

Director of Growth and New Business

Up to £75000.00 per annum + £50,000 commission

Director of Growth and New Business for design agency

Creative Director / Head of Creative

London (Central), London (Greater) / Hybrid Working

£125k + excellent benefits

We are looking for a modern day Creative Director / Head of Creative who gets retail, shopper, digital and commerce. A huge opportunity to lead!

Corporate and Public Affairs Associate Director

Corporate/ Public Affairs Associate Director role @ top tier central London strategic communications agency My client, a top tier corporate commun

Director of New Business - USA

New York (US)

$120 - $150k basic salary, with bonus / commission and benefits

We are looking for a Director of New Business / New Business Director, someone who has eligibility to work in the USA. Role based in NYC, remote work.

Business Director / Growth Strategy Director

Up to £90k, plus bonus + benefits

Business Director / Growth Strategy Director who has a real specialism in content and influencer marketing. A chance to build something your way!

Production Director - Interior Design Business

We are looking for a Production Director to work within an interior design business. A rare but highly attractive opportunity for the right person!

Associate Director - Brand Strategy

£65-80k plus benefits

Rare Selection

We are working on two exceptional briefs for experienced brand strategy consultants to join a renowned consultancy at a key point in its evolution.

Music for Youth

We are seeking an exceptional Development Director with excellent knowledge of fundraising and philanthropy to lead and develop Music for Youth’s f...

RESULTS Faster!

March 6, 2020

How to Create a 100-Day Plan

One hundred days can make a big difference when it comes to success and failure. For many years, I’ve taught the power of clarity, and over time I’ve seen countless opportunities for people to become more clear.

Many teams often kickstart their organization overhauls with a 100-day plan. In the last few weeks, I’ve been thinking heavily about writing a book on this subject (That’s right, another book. Can you believe it?).

I enjoy taking the best practices I’ve learned and shaping them to fit the needs of my clients. Together, we build books, videos, and resources that can impact people’s thinking when it comes to success in all areas of their lives. 

Ok, back to the 100-day plan. When you bring a new person onto your team, purchase new software, begin a rebranding initiative, expand your company to a new state, region or country, etc., it’s vital that you have a 100-day plan.

Below are several points that can help you gain clarity when building your 100-day plan. 

Note: These points will be fleshed out further in my new book, coming soon in the near future.  

• Before you start, ask the question, “What does success look like?” If you need help figuring out where to start, write down ways your company is currently succeeding to gauge the type of answers you’re looking for.
• Figure out what your budget is and what additional tools you need in order to achieve success.
• Identify your stakeholders. How will you make sure they win as well?
• Think through potential roadblocks and how you can prevent them from happening. Also, look for ways your team could potentially get off track.
• Finally, chart out your plan and make sure it’s action-oriented. You’ve probably heard of SMART criteria before—this is an excellent format to guide you as you set objectives.

When you develop your plan, make it accountability-friendly so when you look at it daily or weekly, you can easily determine if execution has occurred. Accountability is powerful and can lead to real results. We’d love to work with you and your team at the RESULTS Center to create a robust and strategic 100-day plan in any area!

Contact Us Today!

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The First 100 Days: 5 Ways to Make Your Mark

As with a president, how new employees show up during the first 100 days can be critical. Some key steps to distinguish yourself.

For More Expert Insights

Career Coach, Korn Ferry Advance

Senior Client Partner

Chief Executive Officer, Recruitment Process Outsourcing (RPO)

In 1933, in the midst of the Great Depression, President-elect Franklin D. Roosevelt passed 15 major bills and 76 new laws during his first 100 days in office, among them measures to revive the economy, get Americans back to work, and even end Prohibition. This was a landmark achievement to help a reeling nation. A president’s first 100 days in office have been a key timeframe ever since for evaluating their performance. 

But the first 100 days on the job isn’t important just for presidents. How new employees show up during their first 100 days can be critical to their long-term success as well, says Nancy Holtze , a Korn Ferry Advance coach. “Having a plan sets you apart from a new hire who simply reacts to the twists and turns of a new role,” she says. 

With job openings shrinking and firms girding for a possible recession by cutting back on new hires, making a strong impression out of the gate is more important than ever. Here are five ways our experts suggest new employees can distinguish themselves.

Start before you start.

Before starting your new job, develop a road map with your boss about their expectations during your first 100 days. Devise a schedule for check-in meetings at least once a week to make sure you are delivering on those expectations. Jonathan Wildman , a senior client partner with Korn Ferry Advisory, says that will show your boss you are already thinking strategically and being proactive about how to add value. Experts also suggest reading through the social media feeds of managers, team members, direct reports, and other senior leaders to get a sense of their priorities and interests both at the office and outside it.

Create monthly markers.

Don’t look at the first 100 days in one big chunk. Instead, set monthly goals that escalate in responsibility and performance. Jeanne MacDonald , president of global RPO solutions at Korn Ferry, suggests focusing on understanding the company culture during your first 30 days, for instance. That involves taking responsibility for developing a working relationship with your new boss and networking with as many new colleagues as possible. If you’re not in sales, ask if you can listen in on a sales call. This will not only help you understand the company’s products and services, but will also open the door to developing relationships with other company leaders. 

Build trust with small wins.

Holtze says new employees often fall victim to trying to do too much, too soon. She calls it the “huge-impact syndrome.” Instead, she says to focus on implementing small changes and finding wins, even if they’re tiny, where you and your team members can. “Small and steady with buy-in and engagement helps build trust and is more sustainable,” Holtze says. Being accountable for the output of your work will help establish your reputation as a person who can be counted on to help an organization perform and develop.

Learn the company cadence.

Your new company may move faster or slower than your previous one, so it’s important to modulate your pace accordingly—at least in the beginning. All companies say they want new employees to bring new ideas, for instance, but understanding when and where to introduce those ideas is vital for your credibility and success, says Wildman. Introducing a new idea when there’s time pressure to deliver on a project could cause more stress for colleagues, he says; saving it for a later time could be more effective. Experts advise refraining from talking about your old company and how it did things, as that could give the impression you are challenging your new colleagues or telling them they are doing things wrong. 

Plan for day 101.

Holtze calls the first 100 days at a new job “the honeymoon period”. After that, she says, new employees should have a firm command of the corporate culture and be fully integrated into their roles. “Now it’s growth time,” says Holtze. If you have ideas for improving or creating systems or processes, this would be the time to present them. Holtze suggests preparing a summary of your accomplishments during your first 100 days. Then align with your boss on goals for the rest of the year, as well as how your success will be measured. “Day 101 is the time to scale what you’ve learned and have a larger impact,” she says.

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Related Expertise: Business Transformation , Culture and Change Management , Business Turnaround

The First 100 Days Make or Break Your Transformation

June 28, 2021  By  Reinhard Messenböck ,  David Kirchhoff ,  Davide Urani ,  Hans Gennen ,  Michael Lutz , and  Katharina Bergmann

What are the most important issues to focus on when you embark on a business transformation ? Ask ten executives, and you’ll get ten different answers. In the critical first 100 days, there are many considerations to weigh, decisions to make, and actions to take—and their timing and sequence can be as instrumental to success as the moves themselves.

Clearly, it’s impossible to focus on everything at once. Any effort to do so will inevitably fall short and may put the entire undertaking at risk. Leaders must prioritize. And while prompt, decisive action is vital, no organization succeeds by attempting to go as fast as possible the whole way. A transformation is more of a marathon than a sprint: it requires time and pacing. Mindset and motivation matter as much as strength and stamina. At the starting line, you must be fully prepared for what lies ahead, both physically and mentally—including the rough patches you will invariably encounter.

So how do you ensure the company is on track to reach its goal? What can you do to be fully prepared and able to persevere? In this article, we present four precepts that companies can follow in those first 100 days to lay the strongest possible foundation for their transformation’s success.

• Great Chief Transformation Officers Matter More Than Ever
• Culture and Change Management
• Are You Ready to Transform?
• Learn from the Best in Organizational Transformation
• Business Turnaround

Four Precepts for Ultimate Preparation

Drawing from BCG’s annual global survey of 1,000 companies, we examined 3,000 transformations, correlating specific actions with the transformation’s outcome. These changes ran the gamut from business model shifts and digitalization to restructurings . We asked respondents about their level of preparation at specific junctures of success or failure. To filter out subjectivity as much possible, we set out to identify the factors that correlate with actual success.

We derived four precepts for launching your transformation on the best path to success: declare the transformation a priority; rally the top leaders; organize and mobilize; and broadcast and engage. (See the exhibit.) By adopting these measures, companies will be positioned to swiftly create momentum. Once underway, their transformation can advance with minimal bumps along the route. And when roadblocks or setbacks do arise, companies and their people will be better equipped to overcome them.

Declare the Transformation a Top Priority

According to BCG research, transformations that are visibly treated as a high priority have a success rate of up to 48% greater those that are not. Leaders who broadcast at least one clear, compelling reason beyond growing revenues—such as improving quality, innovation, or customer service, or even a providing a societal benefit—achieve better results.

Leaders need to frame the impact of the transformation as something central to the company’s purpose—the value that sustained success will deliver to all its stakeholders.

Equally important, leaders need to frame the impact of the transformation not just in dollar terms but also as something central to the company’s purpose—the value that sustained success will deliver to all its stakeholders. People will get behind a transformation when they see its connection to the customer, brand value, or societal goals. Moreover, because the changing context will challenge employees with added pressures and a greater workload—and often uncertainty about the path forward—people are more likely to commit to change when they feel enlisted in the endeavor, rather than when it is imposed on them.

Rally the Top Leaders

The importance of participating in the change applies across the board—from leaders at all levels to every employee. Our research shows that transformations in which leaders focused on reaching alignment early on were as much as 60% more successful. If leaders are united and embrace change, they can focus on achieving the outcome, rather than on announcing intentions.

Top leaders must actively participate in the transformation. They must hold candid, no-regrets discussions up front to surface any resistance, find out why any colleagues are skeptical, and address legitimate concerns to the extent possible. Remember—no company can afford resistance or dissent from those in positions of authority.

To get people on board, define the transformation’s goals and show how they will advance company’s strategy. Then forge your implementation plan, including the ways in which people will work to carry out initiatives. Identify potential stumbling blocks and how they might be overcome. Alignment isn’t merely driven by logic or aspiration, so you need to establish—or more likely, readjust—management incentives to match transformation targets.

According to Hans Gennen, a coauthor of this article and COO at Currenta, the European industrial site operator, his company’s leadership team recognized the value of developing the company purpose and transformation narrative in tandem. Over the course of eight weeks, Gennen convened the company’s top 50 leaders and selected employee groups for intensive workshops and discussions. Although more time-consuming and complicated than the traditional top-down communications, this approach instilled in participants a sense of responsibility for the transformation. They became advocates for change. Ultimately, this approach proved essential in advancing the effort successfully .

Organize and Mobilize

The companies in our study that reported being properly prepared for their transformations enjoyed a 68% higher success rate. In other words, if you don’t get it right from the start, chances are you won’t get it right at all.

Be properly prepared for your transformation. If you don’t get it right from the start, chances are you won’t get it right at all.

A transformation requires a process and a team to ensure that the multitude of initiatives can be monitored and managed. It also requires an entity to promote alignment across the organization. Because the multiple components and dependencies need to be orchestrated, adequate preparation and the coordination of individual projects and initiatives is essential.

Setting up a transformation management office (TMO) at the outset is crucial to ensuring that every move goes as planned. The TMO is a central clearinghouse that executes on all transformation initiatives and processes. To be effective, it needs clearly defined roles; a dedicated, senior-level leader (the chief transformation officer, or CTO); and its own staff. The TMO also enlists others in the organization (or even externally) to contribute to the effort.

Equipped with a strong mandate from the C-suite, the TMO is the umbrella organization that coordinates and drives the transformation activities, ensuring that people row in the same direction. It provides the processes and tools, tracks progress and value capture, and ensures alignment. It supports workstreams and initiative owners’ goals. The TMO also inventories the resources needed for the transformation—people, expertise, tools, and funds—and lobbies to fill gaps, which may require senior leadership to intervene to halt or forestall competing priorities. And it identifies weak points and risks and develops contingency plans to avert or surmount roadblocks that impede progress or that could upend the transformation entirely.

Broadcast and Engage

Two-way communication is essential for maintaining both leaders’ and employees’ support. Successful transformations require clear communications to spur motivation and action. Those at the top must also continuously seek feedback from the organization. Companies that make a point of not only disseminating news but also of actively soliciting feedback have enjoyed a 20% higher rate of value creation.

Map a clear communication strategy . Develop a communication roadmap (a six-month rolling plan works well) that includes short-term tactics that keep people informed and the messaging fresh. Communications should cover the high-level “whys” and “whats”—the strategy and the game plan—as well as more on-the-ground progress reports.

Candor about uncertainties and challenges reinforces your credibility and gains employees’ trust and support.

Be forthright about performance shortfalls as well as accomplishments. Candor about uncertainties and challenges, and how you are preparing for them, reinforces your credibility and gains employees’ trust and support. Motivational talks shouldn’t be reserved for reaching major milestones; they can help people get through low points.

Plan frequent pulse checks and feedback loops. Apart from tracking progress and monitoring for potential stumbling blocks, soliciting reports from the front lines also reinforces the notion that transformation is a team effort—and thus helps to sustain motivation. In addition, it’s useful to reach out to employee groups across the organization to get their views and support. Before the launch, think of opportune points along the journey where you could include these groups.

Consider the approach IKEA Retail (Ingka Holding) has taken with its transformation. Before launching, the company evaluated its operating model, identifying a number of challenges it would have to overcome to make the transformation a success. From the beginning, it has surveyed its people regularly about those challenges to monitor progress, attitudes, and the perceived degree of change. These surveys help leaders know where to direct their attention and help them identify the tools needed to course-correct. They also demonstrate to employees that their feedback matters.

Just as they do with new CEOs, companies can designate the first 100 days of a transformation as a time to gather resources, think it through, and prepare leaders and the organization for the marathon ahead. The journey will present both opportunities and obstacles, so make sure you have the capabilities and the capacity to adjust—and the right mindset to navigate uncertainty. The best marathoners may appear to run alone, but every one of them is supported by a team of specialists. To boost your odds of success, organize and mobilize your teams so you can approach the starting line fully prepared to reach the finish line. The additional time you spend up front—in designing the program, rallying the troops, and setting forth policies and principles—will be paid back in multiples once the transformation is underway.

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Partner and Associate Director

ABOUT BOSTON CONSULTING GROUP

Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.

Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

© Boston Consulting Group 2024. All rights reserved.

For information or permission to reprint, please contact BCG at [email protected] . To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com . Follow Boston Consulting Group on Facebook and X (formerly Twitter) .

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100 Day Plan

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Are you the new manager with just 100 days to realize your strategy? Or perhaps you have already prepared your first 100 day plan for a project launch, but you don’t know how to make your action plan accessible for a diverse stakeholder group? How do you effectively display all the numbers and goals in an elegant way? This is certainly no easy feat. But they can be solved with this premium 100 Day Plan Presentation that ticks off the checklist!

How can this template help you? How is this one better than others? Let’s gradually get into the details of your master plan. The first slide immediately draws the attention of the audience to your plan. On the left side are the main goals of your plan. Here you can also indicate the readiness of the project and its implementation in percentage terms. Further clearly written what you will do for 25, 50, 75, 100 days. On the right side are the main goals. The arrow that rises from the bottom adds dynamics to this slide and your plan.

The second slide is a graph that shows the main stages of implementing your strategy. As you can see, the first stage is already completed, the second is 80% complete. The following steps will be performed sequentially after the completion of the second phase. Also, on the abscissa axis is the runtime of each phase. On the ordinate axis, the percentage complete strategy. It is very convenient for perception and allows you to remove extra numbers and tables.

The third slide repeats the previous one to some extent. Its difference is that there is no percentage of plan implementation and deadlines for each stage. This slide contains more infographics, color schemes, and icons. It is more suitable for you if you do not have all the numbers and you still do not fully understand the deadlines at each stage.

The next slide is presented in the form of a timeline on which the main stages of your plan are placed – preparatory, 1-30 days, 30-60 days, and 60-100 day. Below each phase, there are blocks with colored markers. Here you can describe in detail the actions you plan to take at each stage of your plan.

What about the design? This presentation is dominated by cool colors, especially blue. This color gives confidence to the words of the speaker. That is why this color dominates the overall color scheme. The absence of red color and its shades has a beneficial effect on the perception of information in a positive light. Since everyone knows that red is the color of danger and anxiety.

Modern infographics complement the overall style of this template. Its diversity allows you to it an element of dynamics, which is so necessary for the approval of good plans. Cast aside your doubts if you still have them, and proceed to implement your plan with our ready-made 100 Day Plan example template.

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Why You Need a 100-Day Plan in business growth

Whether preparing for an interview or prepping for a new job, making a 10-30-60 day plan can help you set yourself up for success. 

But here’s the thing:

While most people are familiar with the concept of a 30-60-90 day plan, few know about the 100-day plan — even though it can be an incredibly powerful tool, particularly in today’s fast-paced business world.

In this article, we’ll discuss what a 100-day plan is, what benefits it can offer, and what you should include in yours. We’ll also provide a step-by-step guide to creating your 100-day plan and offer some tips for making it successful.

What is a 100-day plan?

A 100-day plan is a tool that can be used to map out your first few months in a new job.

The plan typically covers the first 100 days of your new business, project, or venture and sets out specific goals and objectives to be achieved during that timeframe.

It’s important to note that a 100-day plan is not the same as a business plan — a broader document that covers your company’s long-term vision and strategy.

A 100-day plan is much more specific and focuses on the actions you need to take in the early days of your business to set it up for success.

Benefits of a 100-day plan

Many benefits come with creating a 100-day plan. These include:

1. Clarifying your goals and objectives

The very act of creating a 100-day plan forces you to think carefully about your goals and objectives for your new business. This can help to ensure that you’re focused on the right things from the outset.

2. Developing a roadmap for success

A well-crafted 100-day plan is a roadmap for your first few months in business. It can help keep you on track and ensure that you progress towards your goals.

3. Keeping you accountable

A 100-day plan can also help hold you accountable for your actions. When you have a written plan, it’s easier to track your progress and see where you need to make improvements.

4. Facilitating communication with stakeholders

If you’re working on a new business with others, a 100-day plan can help ensure everyone is on the same page and clear about the goals and objectives. This can make it easier to communicate with stakeholders and keep them updated on your progress.

What should you include in your 100-day plan?

There’s no one-size-fits-all answer to this question — it will depend on your specific goals and objectives. However, some key elements should be included in every 100-day plan:

1. A clear vision for your business

Your 100-day plan should start with a clear vision for your business, which means having a clear idea of what you want to achieve and what success looks like. Without a strong vision, setting realistic goals and objectives for your 100-day plan will be difficult.

2. measurable goals and objectives

Your goals and objectives should be specific, measurable, and achievable. This will make tracking your progress easier and see whether you’re on track to achieve your vision.

3. A timeline for each goal

Each goal in your 100-day plan should have a timeline associated with it. This will help to ensure that you’re making progress and

For example, if your goal is to increase sales by 20% in the first 100 days, you might break this down into smaller goals such as increasing website traffic by 5% each month or generating ten new leads per week.

In addition to setting timelines, you should also have a plan of action for each goal. This will help you identify the steps you need to take to achieve your objectives.

5. Milestones and checkpoints

Your 100-day plan should also include milestones and checkpoints. Milestones are markers that show you’ve made significant progress towards your goal, and checkpoints are smaller goals that help you track your progress along the way.

6. Regular review and adjustment

Finally, it’s important to have a regular review and adjustment process for your 100-day plan. This will help you to track your progress, identify any areas that need improvement, and make necessary adjustments to your plan.

Tips for making your 100-day plan successful

A strong guarantee can be a powerful marketing tool, but it’s also a way to show your customers that you stand behind your product or service. They know they can count on you to make something right if something goes wrong.

How to keep your customers happy

Even the best businesses will occasionally make a mistake. It’s important to own up to it and take steps to rectify the situation as quickly as possible. Show your customers that their satisfaction is your top priority.

Here are some additional tips for keeping your customers happy:

1. Make them feel like VIPs

One of the best ways to make customers feel important is to give them VIP treatment. This could involve giving them exclusive access to certain products or services, providing them with special discounts or deals, or simply offering them better customer service than what they’d receive as a regular customer.

2. Say “thank you.”

Saying “thank you” is a simple but powerful way to make your customers feel appreciated. You can say thank you in person, over the phone, or through written communications such as email or snail mail.

3. Send them a handwritten note

A handwritten note is a thoughtful way to show your customers that you appreciate their business, and it’s a personal touch that can make them feel special.

4. Give them a gift

Giving your customers a gift is another great way to make them feel appreciated. It doesn’t have to be an expensive gift, but it should be something that you think they’ll understand and use.

5. Remember their special occasions

Sending your customers a card or gift on their birthday or anniversary is a great way to show them that you remember and care about them. It’s a thoughtful gesture that will make them feel appreciated.

6. Ask for their feedback

Asking for your customers’ feedback shows that you value their opinions and want to ensure they’re happy with your products or services. You can ask for feedback in person, over the phone, or through written communications such as email or surveys.

When it comes to customer retention, businesses can’t afford to take their customers for granted. The good news is that there are several things companies can do to make their customers feel valued and appreciated.

Our business growth model Business Waterwheel™ is designed to increase customer loyalty and help you build a thriving business.

We’ve outlined a few most effective techniques in this post, but the key is to personalise your interactions as much as possible.

Go the extra mile to help them, keep your promises, and show genuine interest in them and their needs.

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Home PowerPoint Templates Diagrams 100-Day Plan PowerPoint Template

100-Day Plan PowerPoint Template

The 100-Day Plan PowerPoint Template is a timeline and planning presentation. This template includes 5 slides of colorful diagram design. These layouts display 5 steps and 4 steps timeline diagrams. For example, 5 steps horizontal timeline of circular units and 4 steps chevron arrows. This 30 60 90 day plan template also includes a Gantt chart format of time scheduling for management plans. The segments between day 1 and 100 are the stepping stones to align organizational goals and measures. The users can define short term and long term strategic goals broken into intermediate milestones.

The 100-day plan is a strategic planning business concept illustrates to explain action plans. It helps elaborate on business or project plans in 100 days by dividing into 4 segments. This methodology of first 100 days is similar to 30-60-90 day process methodology that is often used for staff interviews. However, the 100 days plan used multiple segmentations unlike 3 phases of 30 60 90 day plan model. For instance, 1-30-60-90-100 days, 1-30-60-100, 15 days interval, and 25 days interval. This strategic planning model is highly useful for outlining value-creation steps, because the first 100-days planning model will help identify key value drives and create roadmap of successful product delivery. For this purpose, the first 100 days slides in this template can help to save a valuable hours while preparing a planning presentation.

The 100-Day Plan Template for PowerPoint is a collection of timeline and process flow diagrams. These are multi-purpose PowerPoint layouts which could be to display business strategies. These diagrams are fully editable set of 5 slide designs. The users can change colors and presentation themes according to existing presentation.

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10 Simple Tips to Write a Successful Business Plan

"The absolute biggest business plan mistake you can make is to not plan at all." So writes Noah Parsons in his helpful blog post 17 Key Business Plan Mistakes to Avoid in 2023 . But how does one pull together all of the necessary components of a cohesive plan? It can feel overwhelming.

Eric Butow, CEO of online marketing ROI improvement firm Butow Communications Group, has teamed up with Entrepreneur Media to update the second edition of our best-selling book Write Your Business Plan to provide you with a simple, step-by-step process for creating a successful business plan. In the following excerpt, he gives ten tips to gather all of the critical information you will need to succeed.

1. Know your competition.

You need to name them and point out what makes you different from (and better than) each of them. But do not disparage your competition.

2. Know your audience.

You may need several versions of your business plan. For example, you may need one for bankers or venture capitalists, one for individual investors, and one for companies that may want to do a joint venture with you rather than fund you.

3. Have proof to back up every claim you make.

If you expect to be the leader in your field in six months, you have to say why you think that is. If you say your product will take the market by storm, you have to support this statement with facts. If you say your management team is fully qualified to make the business a success, be sure staff resumes demonstrate their experience.

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4. Be conservative in all financial estimates and projections.

If you feel certain you'll capture 50 percent of the market in the first year, you can say why you think so and hint at what those numbers may be. But make your financial projections more conservative. For example, a 10 percent market share is much more credible.

5. Be realistic with time and resources available.

If you're working with a big company before you buy a business, you may think things will happen faster than they will once you have to buy the supplies, write the checks, and answer the phones yourself. Being overly optimistic with time and resources is a common error entrepreneurs make. Being realistic is important because it lends credibility to your presentation. Always assume things will take 20 percent longer than you anticipated. Therefore, twenty weeks is now twenty-four weeks.

6. Be logical.

Think like a banker and write what they would want to see.

7. Have a strong management team.

Make sure it has good credentials and expertise. Your team members don't have to have worked in the field. However, you need to draw parallels between what they've done and the skills needed to make your venture succeed. Don't have all the skills you need? Consider adding an advisory board of people skilled in your field and include their resumes.

Write Your Own Business Plan is available now at Entrepreneur Bookstore | Barnes & Noble | Amazon

8. Document why your idea will work.

Have others done something similar that was successful? Have you made a prototype? Include all the variables that can have an impact on the result or outcome of your idea. Show why some of the variables don't apply to your situation or explain how you intend to overcome them or make them better.

9. Describe your facilities and location for performing the work.

That includes equipment you use to create your products and/or services. If you'll need to expand, discuss when, where, and why.

10. Discuss payout options for the investors.

Some investors want a hands-on role. Some want to put associates on your board of directors. Some don't want to be involved in day-to-day activities at all. All investors want to know when they can get their money back and at what rate of return. Most want out within three to five years. Provide a brief description of options for investors, or at least mention that you're ready to discuss options with any serious prospect.

To dig deeper, buy Write Your Own Business Plan and get 1 month of free access to business planning software Liveplan Premium.

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Crafting a 100-day M&A integration road map

• Strategy and innovation
• Change management
• Governance and risk

C onsider this scenario: You buy a house, and before moving day you call utility companies to turn on the electricity and other services and television and internet providers to set up the connections. Then, you paint the walls — all to make your relocation as painless as possible.

"If you do the painting before the furniture comes in, it's easier," said David Braun, founder and CEO of mergers and acquisitions advisory firm Capstone Strategic Inc., in McLean, Virginia, and author of Successful Acquisitions: A Proven Plan for Strategic Growth .

Now, consider this analogy again but with a scenario that has gone wrong: Your company acquires another business. But unlike your home-buying process when you planned ahead, company leaders focus so intently on deal negotiations that they overlook what comes next. They aren't prepared to add people to payroll quickly, to handle branding issues, to set up technology changes, or to communicate with employees, customers, and others about why they did the deal and how things will unfold. As a result, post-merger chaos ensues, causing angst and costing money.

"The longer such nuts-and-bolts issues are put off, the more ambiguity and uncertainty predominate — and the more value can leak from a deal," reported Grant Thornton, in its 2018 Deal Value Curve Study, which polled CEOs, CFOs, managing directors, and other high-level executives. Only 14% of all deals surpass their early expectations for income or rate of return, the study noted.

The solution, said Braun and other M&A experts, is clear: Create a 100-day road map well before the deal closes to guide acquirers through even the trickiest of unions. In truth, integration can take months or years, but the first 100 days is crucial to jump-starting a successful merger. This initial plan, which outlines integration stages and involves teams in all functional areas, is critical to ensuring that the merger goes smoothly and that all stakeholders in the deal — especially coveted employees — are satisfied and retained.

"At its core an acquisition can be deemed a success if the return on invested capital is greater than the buyer's cost of capital," Braun noted. "This isn't going to be defined or measured by anyone other than the finance leaders." And this plan, he added, needs to be executed quickly so customers are not annoyed or lost, and at a time when employees and others are open to change. After several months, that window of opportunity vanishes, like water evaporating on a sweltering day.

"Without the plan it's basically a false start," echoed Christophe Van Gampelaere, founder of Global PMI Partners in Ghent, Belgium, and a contributor to the books Mergers & Acquisitions: A Practitioner's Guide to Successful Deals and Cross-Border Mergers and Acquisitions . Without a detailed strategy, expected synergies may not be reached, revenues and profitability may slide, and disgruntled employees, confused by the changes, may exit. In its recent study, Global PMI Partners found that inexperienced buyers have more than a 50% chance to be in worse shape financially three years post-deal.

While integration plans vary in structure, all acquirers, particularly finance leaders, need to take basic steps to ensure a smooth transition. And these actions need to be thought out early, prior to the deal's close, to avoid disarray and disruptions in operations.

M&A specialists offer the following tips for establishing a successful 100-day course:

Communicate the rationale of the deal

Once the acquisition closes, communicate with stakeholders quickly to avoid uncertainty. Keep your message consistent to employees, unions, suppliers, customers, and shareholders as to why you did the deal and how things will work. "When you have shareholders involved, they need to be satisfied that you have an integration plan and that the plan is being implemented professionally," said Terry Irwin, founder and CEO of TCii Strategic and Management Consultants in London.

Communicate organisational structure

Once a deal is announced, employees are eager (and anxious) to know where — or if — they fit into the new organisation. Who is their new boss? How will they get paid? Thus, it's imperative that the buyer outlines roles and responsibilities — even if it's a work in progress — quickly, Braun said. If staff are confused and anxious, gossip begins to occur. "They will always think the worst if they don't know what's going on," Braun noted. "People's rumour mills are always about fear." Also, said Van Gampelaere, "Communicating that you don't know yet ... is better than not communicating at all."

Mix and match

Identify key employees, or people representing various departments, and have them meet in person — even as a temporary relocation — with staff from the newly acquired organisation, Braun advised. This helps fuel camaraderie and allows your trusted employees to report back on any issues that have surfaced. Disconnect can happen across time zones and geographies, and in-person integration increases the likelihood of success. "Ask for volunteers," he said.

Tap company leaders

Heads of finance, human resources, IT, and other departments must develop key areas of focus from both due-diligence and integration standpoints. Braun advises colour-coding things based on their "danger" potential. A "red" flag, for instance, could mean that certain governmental regulations regarding payroll or taxes need to be addressed. If your company can get a less expensive supplier due to the growth in size of the combined organisation, that would be considered a "green" or "opportunity" item, he said. Company leaders should do this analysis and draft recommendations, which will jump-start the 100-day plan.

Create cross-functional teams

Appoint an overall integration project manager who can stick to deadlines and keep others on track. Then, create in-house functional area teams such as sales and marketing, operations, IT, customer support, legal, HR, and finance. Assign team leaders — company stars — to oversee each group. While the CFO continues running the financial operations of the company, for example, a trusted employee in the finance department may lead the finance integration group. These teams should include both your employees and staff from the acquired business. Hold team meetings early in the process to avoid disruption, and use technology, such as spreadsheets or other software programs, to keep people on point. "The evidence is clear that getting these teams together early and ensuring you get the right people on board is critical," Irwin said. "Put the right people on those teams and they will recognise when things are going off course — and help get things back on course."

Identify top performers

Prior to the deal's close you should have identified the rising stars, at both your company and at the one you are acquiring. Now, the key is to involve them and not lose that talent. "Top performers need to be put to the test, by giving them challenging goals in the 100-day plan," Van Gampelaere said. Also, these top performers can "effectively communicate to the other members of the acquired organisation", Irwin noted.

Create and monitor key performance indicators

You know why you did the deal, so make that reason an area of focus. If you bought another company for its sales team, measure how the team is performing. Make sure you use "data to drive decisions — not personalities", Braun said. Similarly, if you bought the company for its product line, you must ensure you have enough product to keep current and new customers happy without interruption. "The mistake I often see is lack of a clear business model and shared understanding of where the company is supposed to go," Van Gampelaere noted. "It's often in the head of the owner."

Key performance indicators should also involve your employees and those from the acquired business, to help you "ensure progress is made and corrective action identified and implemented as needed", Irwin added.

Don't overdo it

If you try to achieve too much too soon, you may lose your focus and get off track. "Limit the number of milestones you want to reach in the first 100 days," Van Gampelaere advised. "There is only so much you can do."

Uncover duplications

Functional teams should uncover duplications when conducting due diligence, but even so, some redundancies take time to implement, and that process needs to continue once integration begins. During the pre-closing phase, "Visibility is often not there yet, and some people [or] teams need to get a chance to prove themselves," Van Gampelaere said.

Consider an M&A adviser

Look into hiring an M&A advisory firm to guide you through the post-merger process before integration begins. "Companies have smart people who are used to managing projects," Braun said. "They just don't know how to organise this type of project. It can be helpful to have a third party to get you on the right path."

Cheryl Meyer is a freelance writer based in the US. To comment on this article or to suggest an idea for another article, contact Drew Adamek, an FM magazine senior editor, at [email protected] .

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The close of the deal is just the beginning. learn how private equity firms are using 100-day plans to jumpstart the value creation process..

P rivate equity’s operating environment continues to provide a range of challenges. While fundraising continues to set new records and financing for deals remains widely available, competition for assets is pushing M&A valuations to levels not seen since before the financial crisis. This rise is driven by historically high levels of PE dry powder and corporate acquirers responding to tepid organic growth prospects by pursuing M&A opportunities. Family offices, pension funds and sovereign wealth funds are all increasingly seeking direct opportunities as well. Most PE firms are underwriting limited or negative multiple expansion. Many expect that acquisitions made now will need to be held through a prolonged market downturn.

As a result, firms are looking to value creation in order to continue to deliver the returns that limited partners have come to expect. They’re pulling a number of levers to help create value. Some tactics include sales force optimization, changes to pricing and product mixes, data-driven margin optimization, leveraged sourcing and cost rationalization initiatives.

It all starts with proper planning

Whatever the strategy, it often starts with the 100-day plan. This widely popular and important tool helps identify key value drivers and create a road map for future growth. Creating a 100-day plan provides firms an effective and strategic way to quickly establish a relationship with management, to accelerate their understanding of the business and encourage teams to exhibit the same ¬– if not increased – intensity for the months after the deals closes that they had during the diligence process.

Regardless of whether the plan that is developed is executed to perfection, or whether firms have to flex and adjust in light of changing circumstances, it’s the process and narrative of creating it that imparts the most value. By visualizing forward and detailing the steps, the process provides firms and management teams clear goals and benchmarks and allows them to be agile and responsive when the inevitable obstacles arise.

Key elements and steps toward operationalizing

First and foremost, different firms can take very different approaches. For some firms, it’s what they execute in the first 100 days. For others, it’s creating a plan during the first 100 days. While for others, it might be a “rolling” 100-day plan. 

Plans can vary widely, but at their core they begin with a single element that forms the foundation and supports the investment thesis: a shared set of facts. These include macro factors affecting the business; some form of market and competitive analysis; management perspectives; insights from customers, suppliers and other stakeholders; and a deep understanding of the company’s position in the market. 

This shared fact base better enables teams to reach a consensus on the company’s strategy. These include financial objectives, non-financial objectives and a multidimensional view of the opportunities for the business – some combination of revenue growth in the core business, new growth opportunities, and opportunities for cost improvements and other process or capability improvements. Key considerations include:

• What do initiatives look like? 
• What’s the rationale behind them? 
• What’s the size of the prize? 
• What resources will be required to achieve them? 
• What are the potential risks? 
• Can they be mitigated?

From there, an estimate of the expected value created from these initiatives can be developed, followed by an action plan that includes timelines, assignment of ownership for key initiatives, interdependencies and key metrics that can be implemented.

What makes a good 100-day plan? 

Leading practices in development and execution

Develop an operating perspective early on

Planning for the next 100 days should ideally start at the time of due diligence. Action items and areas of improvement should be properly identified from financial and operational benchmarking of the asset. Often times, it’s been the financial due diligence that has taken priority over the operational diligence. However, this is changing as firms think increasingly about value creation earlier in the investment life cycle. 

Prioritize value creation levers 

Success lies in the ability of the PE firm to clearly identify and prioritize the highest impact levers for the business. Additionally, populating the plan with a mix of two or three longer-term, more difficult projects along with several “quick-wins” can help in better executing the plan. Quick wins, for example, might be focused around renegotiating supply deals, putting contracts out to bid or augmenting the sales force. 

Continuously monitor and measure

Once the blueprint is laid down and the top priorities are identified, making it successful requires a laser focus on monitoring key performance benchmarks. In addition to financial metrics, operating metrics should be also be clearly defined and agreed upon between board members and management. Indeed, the inclusion of operating metrics can send a signal to management teams that firms are focused on more than just financial engineering. Once defined, PE firms should review the list rigorously (at times meeting weekly) and even aggressively with company management to monitor progress and take prompt action at the first sign of trouble. 

Effectively address the human element

One of the most important outcomes of the 100-day planning process is that it sets the tone for the relationship with the management team. PE firms often choose between two clear forms of engagement ─ true collaborator or benevolent dictator. The choice is often contingent upon the PE firm’s confidence in the management team and how they perform out of the gate, based on their performance relative to the objectives and KPIs in the plan. 

Having the right talent, both from the fund and within the company is imperative for any 100- day plan to succeed. While the most senior-level people from the deal teams are responsible for closing the deal, PE firms need to involve operating partners or resources for effective value creation. For instance, a number of leading PE firms now deploy functional specialists to directly and proactively address issues in IT, HR and marketing. Furthermore, PE firms should recognize and take advantage of management strengths and build-out to rectify any gaps in human capabilities. 

Communicate changes with a unified voice

An effective communication plan to manage stakeholder issues is critical. Rules of engagement should be clearly defined and clearly communicated, with specific and definitive accountabilities. Frequent interaction between PE firms and management teams can help ensure alignment and transparency. Most importantly, it’s critical that the plan is seen as “management’s plan” and not something externally created by the PE firm. Everyone needs to be assured and buy into the fact that management and the company “own” the plan. 

Want more information on value creation in private equity? Visit ey.com/privateequity.

The 100-day plan is one of the foundational elements in the private equity playbook. In an era where value creation is more important than ever, and continually gaining in importance, getting it right is critical. What are the elements of an effective planning process, and how can firms best utilize this process to enable growth?

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Plan Templates

11+ sample 100 day plan templates download for pdf, word, docs format.

Proper planning in advance should be done for the successful running of a business empire. Hence, these 100-day plan templates are designed for having a plan of works that is to be done by many companies or start-ups. This results in an accuracy and well-organized way of doing things in a company. Made for the benefit of the company, these templates ensure a well-organized way of dealing with things in a company. Keep scrolling!

100 Day Work Plan Template

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100 Day Action Plan Template

What is a 100 Day Plan Template?

100 day plan template free download.

How to Create a 100 Day Plan Template?

• Sketch an outline of the agenda
• Describe the resources available
• Provide a brief overview of the action plans/schemes to be implemented in the upcoming days
• Provide details about the pros and cons of such action plans.
• Workout on the reviews and feedback received from implementing such plans.

Free 100 Days Plan Template Download

Things to Remember:

• A project or a work to be done is broken into parts for completion within 100 days.
• A plan is then chalked out.

Sample 100 Days Plan Template Free Download

Benefits of Using 100 Day Plan Template

General faqs, 1. what is a 100-day plan, 2. what is the importance of a 100 day plan, 3. what should a 100 day plan include.

• Stepping stone goals for 30, 60, 90 and 100 days
• Making adjustments if targets are not met
• List of goals and objectives that need to be fulfilled
• Employee performance support to ensure success
• Details of the company with a brief history.

4. Who needs a 100 Day Plan?

5. what makes a good 100 day plan.

• Monitoring and measuring the plan
• Communication changes inside and outside the company
• Learning where to go to find the right answers
• Respect work experience, new skills, and knowledge

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Create images with your words – Bing Image Creator comes to the new Bing

Mar 21, 2023 | Yusuf Mehdi - Corporate Vice President & Consumer Chief Marketing Officer

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Last month we introduced the new AI-powered Bing and Microsoft Edge, your copilot for the web – delivering better search, complete answers, a new chat experience and the ability to create content. Already, we have seen that chat is reinventing how people search with more than 100 million chats to date. We’ve seen people use chat in a variety of ways, from refining answers to complex questions to using it as a form of entertainment or for creative inspiration. Today we’re taking the chat experience to the next level by making the new Bing more visual.

We’re excited to announce we are bringing Bing Image Creator, new AI-powered visual Stories and updated Knowledge Cards to the new Bing and Edge preview. Powered by an advanced version of the DALL∙E model from our partners at OpenAI, Bing Image Creator allows you to create an image simply by using your own words to describe the picture you want to see. Now you can generate both written and visual content in one place, from within chat.

We know from research that the human brain processes visual information about 60,000 times faster than text , making visual tools a critical way people search, create and gain understanding. Based on Bing data, images are one of the most searched categories – second only to general web searches. Historically, search was limited to images that already existed on the web. Now, there are almost no limits to what you can search for and create.

For those in the Bing preview, Bing Image Creator will be fully integrated into the Bing chat experience, rolling out initially in Creative mode. By typing in a description of an image, providing additional context like location or activity, and choosing an art style, Image Creator will generate an image from your own imagination. It’s like your creative copilot. Just type something like “draw an image” or “create an image” as a prompt in chat to get creating a visual for a newsletter to friends or as inspiration for redecorating your living room.

Bing Image Creator preview will also be available in Microsoft Edge, making it the first and only browser with an integrated AI-powered image generator. To use Bing Image Creator in Edge, simply click the Bing Image Creator icon in the sidebar to create your image or invoke from Bing chat in Edge.

At Microsoft, our teams are guided by our Responsible AI principles and the Responsible AI Standard to help them develop and deploy AI systems responsibly. To curb the potential misuse of Image creator, we are working together with our partner OpenAI, who developed DALL∙E, to deliver an experience that encourages responsible use of Image Creator. We have ensured OpenAI’s safeguards, plus additional protections, have been incorporated into Image Creator. For example, we have put controls in place that aim to limit the generation of harmful or unsafe images. When our system detects that a potentially harmful image could be generated by a prompt, it blocks the prompt and warns the user. We also make it clear that Image Creator’s images are generated by AI, and we include a modified Bing icon in the bottom left corner of each image to help indicate that the image was created using Image Creator. We continue to work closely with OpenAI to build, test and review mitigations for our integrations.

Since making the new Bing available in preview, we have been testing it with people to get real-world feedback to learn and improve the experience. People used it in some ways we expected and others we didn’t. In this spirit of learning and continuing to build new capabilities responsibly, we’re rolling out Bing Image Creator in a phased approach by flighting with a set of preview users before expanding more broadly. We will initially only include Image Creator in the Creative mode of Bing chat and our intention is to make it available in Balanced and Precise mode over time. We are also working on some ongoing optimizations for how Image Creator works in multi-turn chats. We continue to believe the best way to bring these technologies to market is to test them carefully, in the open, where everyone can provide feedback.

New AI-Powered Visual Stories and Knowledge Cards

To support the growing demand for more visual search experiences, we are also making Stories and Knowledge Cards 2.0 available to all Bing users. Stories provide a more engaging way to search and interact with content, offering images and short videos. Also new to Bing users today, Knowledge Cards 2.0 is an AI-powered infographic-inspired experience that provides fun facts and key information at a glance. It’s been updated to include interactive, dynamic content like charts, graphs, timelines, visual stories and more. With these updates and more coming, our goal is to deliver more immersive experiences in Bing and Edge that make finding answers and exploring the web more interesting, useful and fun.

Availability

Bing Image Creator integrated into Bing chat will begin to roll out to Bing preview users on both desktop and mobile starting today. For those not in the new Bing preview, the preview experience of Image Creator is now available at bing.com/create for Bing users around the world in English. We will add more language support over time.

Bing Image Creator is also available in Microsoft Edge from the Image Creator icon in sidebar for both desktop and mobile starting today for Edge users around the world in English. We will also soon integrate Image Creator into Edge from the new Bing button in chat mode in the preview version of Edge.

If you’re not yet in the new Bing preview, you can sign up for the waitlist today. We’re adding more people every day. Thanks for your continued feedback and we look forward to sharing more updates soon.

Tags: AI , Bing , Bing Image Creator , Microsoft Edge , search

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Politics latest: Keir Starmer accused of 'rank hypocrisy' by Rishi Sunak after setting out what he'll do to tackle small boat crossings

Labour leader Sir Keir Starmer lays out his party's plans to try and tackle small boat crossings if it wins power. Listen to the latest episode of the Electoral Dysfunction podcast as you scroll.

Friday 10 May 2024 18:30, UK

• Starmer says small boat crossings 'one of the greatest challenges we face'
• Explained: What's in Labour's plan to try and tackle problem
• Darren McCaffrey: Will Labour's plan cut it with voters?
• Starmer says no flights to Rwanda will take off under Labour
• Sunak accuses Starmer of 'rank hypocrisy'
• Electoral Dysfunction:  Jess Phillips says Elphicke defection like 'being punched in gut'
• UK exits recession | Economy 'returning to full health'
• Faultlines:   Can British farming survive?
• Live reporting by Tim Baker

Across the UK, anger is brewing amongst some farmers.  

Protests have already been held in London, Dover and Cardiff, with more planned - mirroring similar tensions seen across Europe in the last six months.     

They say they’re annoyed about cheap foreign imports and changes to subsidies forcing them to give up land in favour of environmental schemes.    

But what does this mean for the food on our table - and does British produce risk becoming a luxury product for the wealthy only?    

On the Sky News Daily , Niall Paterson is joined by West of England and Wales correspondent Dan Whitehead to find out why farmers are so concerned, and speaks to Liz Webster, the founder of Save British Farming, about why she believes eating British isn't just good for our farmers - it's good for the nation's health, too.   

In response to our report, Farming Minister Mark Spencer, said: "We firmly back our farmers. British farming is at the heart of British trade, and we put agriculture at the forefront of any deals we negotiate, prioritising new export opportunities, protecting UK food standards and removing market access barriers. 

"We've maintained the £2.4bn annual farming budget and recently set out the biggest ever package of grants which supports farmers to produce food profitably and sustainably."

The Welsh government said: "A successful future for Welsh farming should combine the best of our traditional farming alongside cutting-edge innovation and diversification. 

"It will produce the very best of Welsh food to the highest standards, while safeguarding our precious environment and addressing the urgent call of the climate and nature emergencies."

👉  Listen above then tap here to follow the Sky News Daily wherever you get your podcasts   👈

Following the defection of the Dover and Deal MP Natalie Elphicke to Labour, Beth, Ruth and Jess discuss the surprise move and whether it could have been handled differently by Sir Keir Starmer.

They also talk about Beth's interview with the former immigration minister Robert Jenrick and his warnings about Reform UK.

Plus, how significant was the defeat of former Conservative mayor of the West Midlands Andy Street? Beth and Jess were both there to tell the story.

And they answer a question on Labour and the Muslim vote, and what the party can do to restore confidence and trust.

Email Beth, Jess, and Ruth at [email protected] , post on X to @BethRigby, or send a WhatsApp voice note on 07934 200 444.     

👉 Listen above then tap here to follow Electoral Dysfunction wherever you get your podcasts 👈

In January 2023, Rishi Sunak made five promises.

Since then, he and his ministers have rarely missed an opportunity to list them. In case you haven't heard, he promised to:

• Halve inflation • Grow the economy • Reduce debt • Cut NHS waiting lists and times • Stop the boats

See below how he is doing on these goals:

The Sky News live poll tracker - collated and updated by our Data and Forensics team - aggregates various surveys to indicate how voters feel about the different political parties.

With the local elections complete, Labour is still sitting comfortably ahead, with the Tories trailing behind.

See the latest update below - and you can read more about the methodology behind the tracker  here .

Speaking to Sky political editor  Beth Rigby , Sir Keir Starmer has defended his decision to allow Tory MP Natalie Elphicke into Labour.

Ms Elphicke was on the right of the Conservative spectrum, and previously defended her sex-offender ex-husband, comments which she apologised for this week following her defection.

Addressing Tory voters, Sir Keir says he wants Labour to be a "place where they who have ambitions about their families, their communities, their country, can join and be part of what we are trying to build for their country".

Asked by Beth if he was ruthless, Sir Keir said: "Yes, I'm ruthless in trying to ensure we have a Labour government that can change this country for the better.

"Not ruthless for my own ambition, not ruthlessness particularly for the Labour Party - I'm ruthless for the country. 

"The only way we'll bring about a change in this country is if we're ruthless about winning that general election and putting in place a government of public service, that’ll be a major change.

"Politics, I believe, should be about public service, that's what I've been about all my life."

More now from political editor Beth Rigby's interview with Labour leader Sir Keir Starmer.

She reminded him that he previously ruled out doing a deal with the SNP - but has not done so for the Liberal Democrats.

Sir Keir again ruled out a coalition with the SNP - adding that he is aiming for a "majority Labour government".

He says Labour needs "to keep working hard, keep disciplined and getting our message across, which is something fundamental to me".

Pushed on his lack of ruling out a possible agreement with the Lib Dems, Sir Keir says: "I'm going for a majority.

"That's the answer I gave you a year ago. It's the same answer I'm giving you now."

Sir Keir Starmer was earlier today pushed on whether Rwanda deportation flights will take off if he was prime minister - although it was not clear if he would cancel flights which had already been organised.

Sky News understood that previously booked deportation flights to Rwanda would still go ahead if Sir Keir entered Number 10. 

But the Labour leader has now gone further.

Speaking to political editor Beth Rigby , Sir Keir has ruled out any flights taking off.

"There will be no flights scheduled or taking off after general election if Labour wins that general election," he says.

He says: "Every flight that takes off carries with it a cheque to the Rwanda government. 

"So I want to scrap the scheme - so that means the flights won't be going."

Sir Keir says he would rather spend the money on his own measures to counter small boats.

"No flights, no Rwanda scheme. It's a gimmick," he says.

By Alix Culbertson , political reporter

Scotland's new first minister has told Sky News that the controversial gender recognition reforms "cannot be implemented."

John Swinney,  who became first minister this week , has faced questions over his stance on gender recognition after MSPs voted in 2022 to pass a bill to make it simpler for people to change their gender without having to obtain a medical diagnosis.

The UK government blocked the bill from being made into law and the Supreme Court rejected a request by the Scottish government for a judicial review.

Asked if he would be fighting to push the bill through, Mr Swinney told Sky News: "The reality of the situation we face is that the Supreme Court has said that we can't legislate in that area. We can't take forward that legislation."

The UK economy is no longer in recession, according to official figures.

Gross domestic product (GDP) grew by a better-than-expected 0.6% between January and March, the Office for National Statistics (ONS) said.

Economists had predicted the figure would be 0.4%.

Prime Minister Rishi Sunak said it showed the economy had "turned a corner".

He told Sky News's Ed Conway: "I am pleased that while there's more work to do, today's figures show that the economy now has real momentum, and I'm confident that with time, people will start to feel the benefits of that.

"We've had multiple months now where wages are rising, energy bills have fallen, mortgage rates are down and taxes are being cut... I'm pleased with the progress that we're making."

Mr Sunak added: "I am confident the economy is getting healthier every week."

You can read more here:

Rishi Sunak has criticised Sir Keir Starmer's position on Rwanda as "rank hypocrisy".

Speaking to broadcasters, the prime minister says the Labour leader has announced things the government is "already doing".

He gives the example of "punching through the backlog, having more law enforcement officers do more, that's all happening already".

"We've announced all of that more than a year ago," the prime minister adds.

"The question for Keir Starmer if he cares so much about that, why did he vote against the new laws that we passed to give our law enforcement officers new powers? 

"They've now used those to arrest almost 8,000 people connected with illegal migration, sentenced them to hundreds of years in prison.

"And if it was up to him, all those people would be out on our streets, so I think it's rank hypocrisy property of his position."

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