Managers First 100 Days Coaching

MANAGERS FIRST 100 DAYS - coaching for the newly appointed Managers at every level

As the saying goes, change is the only constant in life—and in your career too. (Well, we added the last part.)

But the truth is that you may experience all sorts of workplace change when you get a promotion, land a new gig at a different company, and even when your own organisation downsizes or merges with another one.

“I view all of those as critical transitions” says George Sawiris, principal and executive coach at 3CM “The First 100 Days: If you were put on trial for being a manager, would there be enough evidence to convict you?”

And when you’re in transition, your role is likely to shift too—whether it means tackling new job responsibilities, working in a different environment, a new strategic intent or reporting to a new boss. Sometimes it can even be all of the above!

Regardless of your particular situation, it’s a critical time. In fact, impressing your manager and colleagues within the first 100 days is not only essential to your success in your current role but also for your overall career.

No pressure, right?

Fortunately, it’s not as difficult as it sounds—if you know how to make the right impression by engaging in this specialised 3CM coaching programme.

This programme is for newly appointed managers at all levels who have on-the-job know how but may lack experience in leading, coaching and motivating their new team.  3CM's 'Managers First 100 Days" programme will fast-track participants understanding and ability to lead, direct and manage, becoming a valuable asset to any organisation.   

It happens in many businesses across the world and may sound familiar; newly promoted managers are expected to “sink or swim” to validate their appointment.

They will have a wealth of knowledge in their area of expertise, but may grapple to extract high performance from a relatively unknown or too familiar, and sometimes hostile, team.  Some are being asked to make the switch from 'team member' to 'team manager' which is a monumental change often overlooked.

Why transitions are a critical time for managers.

In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organisation, they also place managers in a position of acute vulnerability.

Missteps made during the critical first three months in a new role can jeopardise or even derail your success. This coaching programme offers proven strategies for conquering the challenges of transitions--no matter where you are in your career.

3CM is a respected expert in leadership and advisor to senior leaders in all types of organisations and addresses today's increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs. By walking you through every aspect of the transition scenario, 3CM identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You'll learn how to secure critical early wins, an important first step in establishing yourself in your new role.

Each coaching session also includes checklists, business insights, practical tools, online multi level and self-assessments to help you assimilate and apply them to your own situation. Whether you're starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail.

This results in many new managers feeling out of their depth and may be reduced to resorting to exerting their authority as the only way to make their team achieve objectives. 

It does not have to be this way.

The 3CM Approach, its a process not an event on the three cultures of purpose

In order to create momentum during the critical 100 days following the appointment, we recommend new managers to participate on our specialised 3 cultures coaching programme. It is equally as valuable for managers who may have been in the role for a while but have not had an opportunity to build their management or leadership skills.

The Inner Purpose

“Inner” purpose refers to your self-awareness and self-management: how well you can tune in to your guiding values, or know your strengths and limits – which in turn gives you a realistic sense of self-confidence—and also handle your distressing emotions so you don’t interfere with getting things done, marshal your positive emotions to stay motivated in working toward your goals, and bounce back from setbacks. If you can't manage yourself, you can't possibly manage others.

Outcomes: Evidence based diagnostic , debrief and develop a personal action plan based on your level of emotional intelligence competencies.

The People Purpose

“People” purpose is all about how well you attune to people: your empathy, which allows you to understand how people perceive things, how they feel, and what you can do to help them be at their best. People awareness allows you to tune in to others this way provides the basis for skill in competencies like motivating employees, persuasion and influence, negotiation, hard conversations and conflict resolution, and — increasingly important – high performance teams.

Outcomes: A focus on profiling your work of a leader, so you can understand how your tendencies influences your effectiveness in specific leadership situations. This will enable you to craft a collaborative vision, build an alignment to the vision and championing the execution of your vision.  If required, profiling your management style to discover your strengths and limitations in Directing and Delegating | Motivation | Developing Others and Working with your Manager.

The Business Purpose

“Business” purpose has to do with how well you can sense the large internal or external forces that shape your world – whether organisational dynamics, like whose opinion matters most for a decision, the culture and behaviour, the strategic intent, the business processes or economic forces such as how a new technology will impact your market. Business awareness allows you, for example, to formulate a winning strategy that anticipates what’s coming.

Outcomes: Conducting an evidence based 'full picture' survey is critical to success of the organisation, profiling 3 business elements...Strategic Intent | Cutlture/Behaviour | Business Processes/Systems. These 3 elements explores 19 key drivers of workforce effectiveness and over 100 underlying issues. Developing organisation wide action and improvement is the key, and more importantly keeping the process on track. 

Why are the first 100 days on the job so critical?

Michael D. Watkins quotes in his book: "Lots of my research shows that what you do early on during a job transition is what matters most. Your colleagues and your boss form opinions about you based on limited information, and those opinions are sticky—it’s hard to change their minds. So shape their impressions of you to the best of your ability."

Why 100 days, specifically?

It’s a quarter, which is a recognised time frame in the business world. Companies often track how they’re doing based on how much progress they make each quarter—and you should too.

The Cost of Getting it Wrong...the cost to the business is more significant than you think

The cost of getting it wrong...
The consequence cost of what managers DO: The real cost is not what managers do, but what they DON'T do:
  • Poor self management
  • Poor decision making, undermining success of the team and the business
  • A real productivity killer, the dawdling etc.
  • Cost money, people making errors on purpose
  • Accepting mediocrity and lack of urgency
  • Accepting absenteeism and fake sickies
  • Loss of people focus, turnover of staff members
  • Increase cost of recruitment
  • Loss of business focus on the strategic imperatives
  • Damage to the business brand
  • Damage to the economy 
  • Lack of trust and passion within the team
  • Loss of motivation
  • Stress related health issues and expenses
  • Safety related issues and expenses
  • Fails to have an inner focus, awareness of their guiding values
  • Fails to create a meaningful team purpose, as to why the team exist
  • Fails to clarify and align the purpose of each team member
  • Fails to retain talented people
  • Fails to set a clear vision and direction
  • Fails the customer focused perspective
  • Fails to inspire the "good to great"
  • Fails to hold hard conversations, or badly
  • Fails to implement crucial accountability
  • Fails to set the appropriate standards
  • Fails to be a team player
  • Fails to walk the talk
  • Fails to collaborate and influence change
  • Fails to prioritise the organisational culture

IMPORTANT NOTE: If you are already more than 100 days into the role and need more support, these skills, startegy and tlhe leading edge tools are still relevant to you

Next yours

Contact 3CM today  on 1300 159 000 to discuss how our Managers First 100 Days coaching programme can assist you and/or your managers to become the Manager you, them and their people need them to be. us today

  1300 159 000