“pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.”