A regular update on business, new technology and events, from Spectrum; the executive search firm operating exclusively within the communications, media and technology sector in the UK, Europe and the USA.

• Spectrum Update
• Insight CEO Interview: Jeremy Coller
• Spectrum Thought Leadership: the first 90 days
• New Technology: the multi award winning Spinvox
• Executive Development: importance of language skills
• Personal Wealth: property investment
• Executive Opportunities: current assignments
• Networking Evening: how to attend

Spectrum Thought Leadership: 1st 90 Days

Spectrum thought leadership: The first 90 days. A framework for success by Daniel Osmer, Managing Partner, Spectrum

The first 90 days in a new leadership role are critical to building a foundation for success. Dictating whether you can be successful, and how successful. Opinions form very early that will either support or hinder success. During this period the new hire and the organisation will be at their most vulnerable; lacking both detailed information and the relationships necessary to create success.

The new executive's earliest actions will have a disproportionate influence on how they are perceived. Yet despite the importance of this transition period there is frequently very little help provided to ensure success. Resulting in a perceived lack of performance as documented in studies by Fortune Magazine* that show more than 40 - 50% of senior outside hires fail to achieve the desired results.

At Spectrum we encourage new executives to take a systematic approach to the first 90 days transition period. By using the framework described below, the new executive can quickly evaluate the challenges of the new role. And rapidly identify immediate and future benefits for the organisation that will result from their actions.

The key priorities in the first 90 days are:

1. create momentum
2. build credibility, internally and externally
3. mobilise the team
4. deliver some early wins

The faster you can get yourself and your direct reports up to speed the more you will help your own performance. The more quickly benefits will arise for the organisation, and the more likely you are to succeed long-term in your new role.

During the 90 days transition period it is vital for the new executive to be aware of the effect of their actions and be highly responsive to the outcome. Objectivity in the excitement of a challenging and stimulating new role can be elusive. Methodically review progress to critically examine performance and adapt to suit new circumstances by using the following 5 steps:

1. learn
2. design change
3. build support
4. implement change
5. observe results

Accelerate your success in the first 90 days by referring to the following framework :

Design - Team - Relationships - Role - Environment - Wins - Reporting - Perspective

1. Design: bring organisation structure in line with strategy
The higher you are within an organisation the more dependent you are on an effective organisation design. Strategy, structure, skills and systems are needed to drive results through others; identify potential defects in the organisation's design and define a plan for correcting them. But be conscious of the organisation's limited ability to absorb major strategic shifts.

2. Team: your capacity to select the best people for the right roles will be critical
Assess existing team members ensuring those that leave do so with minimal damage to short term performance. Signal early to the top performers that you recognise their status and recruit the new people you need. Make the changes quickly and then focus on team building once your squad is in place. Establish a framework that encourages team work. Set goals and associated incentives that pushes the team in the desired direction. Fully involve HR and meet individuals one-on-one.

3. Relationships: identify and build relationships internally and externally with those whose support is critical to your success
Your success depends on the support of people outside your line of command. It's important to identify the key influencers and groups in the organisation. Get your boss on your side and gain a respected supporter - the others will naturally follow.

4. Your role: don't assume that what has made you successful so far will always work
Make the mental transition between your old and new role - or even start planning and setting milestones the moment you learn you might get the new job. identify your own weaknesses that may be exposed in the new role and ensure you have an action plan to address or develop, perhaps have team members with the skills that you lack. Strong functional performance in a prior developmental role is different to taking on a broader, cross-functional new career position, so learn - identify what you need to know about new markets, products, technology, systems, structures, culture and politics and decide how you will learn most efficiently. Expect early tests of your authority and ability - these are positive opportunities to establish limits that are seen as firm and fair. Quick decisions may be needed but acting decisively and early may be wrong. Counter your immediate reaction, don't make costly assumptions or arrive with the answer. Listen to your equals - it will help to increase your credibility and influence.

5. Environment: understand and apply bespoke solutions
Don't arrive with preconceived ideas or solutions, even if they have worked in the past. Diagnose the business situation accurately, clarify the challenges and opportunities and tailor strategy.

6. Wins: early wins build your personal credibility and create organisation momentum
Focus on the key opportunities that you are most likely to win. Which wins will best build momentum?? What is viewed as a win?? Are they problems that can be tackled quickly with modest expenditure and visible benefits. Address the problems your boss really cares about and deliver the win in a way that can be understood by the organisation and supports behaviour you want to encourage. Early wins give you the mandate to push on. Be seen as willing to make tough calls in a humane way, looking for modest early improvements for more fundamental changes. Mindful that an evolution not revolution approach is well received.

7. Reporting: build a good relationship with your new boss, manage their expectations, develop concensus for your 90 day plan
The higher you rise through an organisation, the greater the autonomy you are likely to find. Proactively engage with your new boss to shape strategy; do not expect them to reach out to you, you'll need to discuss expectations, work style and resource requirements early. Present a high-level bulleted 90 day plan and get approval, set yourself weekly goals and review with your boss monthly. Accelerate relationship building with your direct reports.

8. Perspective: don't go it alone
You will be working extremely hard and with that level of effort and focus comes the risk of losing your perspective, becoming isolated, and making bad calls. The right advice and support network is indispensable, so build a network of peers that you can seek counsel.

Design - Team - Relationships - Role - Environment - Wins - Reporting - Perspective

Further Reading
The First 90 Days, Michael Watkins Harvard Business School Press

About Spectrum
Spectrum is a retained executive search firm operating exclusively within the communications, media and technology sector in the UK, mainland Europe and the USA. Visit us online at www.spectrum-ehcs.com or contact Daniel Osmer + 44 (0)7788 416 715, email daniel.osmer@spectrum-ehcs.com.