Your first 100 days as a manager
By Tony Bray and Tessa Simpson (February 2007 Issue)
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So what’s it like to become a new manager? What is expected of you and how long will you be given to prove yourself? This article focuses on the first 100 days of this new role. Why the emphasis on this particular timespan? Well, the first 100 days is a critical time zone: new managers are fresh and open to new ideas, while simultaneously being relatively unencumbered by the ‘baggage’ they will quickly accumulate from a longer period with the company or department.
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Articles from this Issue
- Peter Honey
- International View
- Bill Lucas
- Tech Trends
- Breaking down barriers
- From 'no class' to world class
- Lifelong learning from a European perspective
- The great leap
- Your first 100 days as a manager
- Extending the half-life of training
- Mature introductions
- The TJ Conference and Awards
- How to coach a team n the field
- Super Models
- Hints and Tips
- Great thinkers
- TJ archive
- What's in a word?
- Final Word