{"id":4560,"date":"2015-06-13T15:10:15","date_gmt":"2015-06-13T22:10:15","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=4560"},"modified":"2015-06-13T15:10:16","modified_gmt":"2015-06-13T22:10:16","slug":"take-on-that-leadership-role-with-this-90-day-plan","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/take-on-that-leadership-role-with-this-90-day-plan\/","title":{"rendered":"Take on that Leadership Role With This 90-Day Plan"},"content":{"rendered":"
\n

\"leadership\"<\/a>A friend recently accepted a senior leadership position in an established organization. She asked for my suggestions on how to \u201cput her best foot forward\u201d in her new job.<\/p>\n

Anytime you start a new role there is a\u00a0learning\u00a0curve. No matter if you\u2019ve been in an agency or municipality for a decade or more, every department has its own rhythm, pace, and norms.<\/p>\n

My 90-day plan enables a new leader to<\/p>\n

1)\u00a0learn<\/strong>\u00a0the organization\u2019s perception of it\u2019s purpose and strategy,<\/p>\n

2)\u00a0clarify<\/strong>\u00a0desired expectations for all players, and<\/p>\n

3)\u00a0align<\/strong>\u00a0plans, decisions, and actions to best serve customers, stakeholders, and staff.<\/p>\n

Your First 30 Days\u2019 Focus:\u00a0LEARN<\/strong><\/p>\n

The first phase is one of observation.\u00a0Resist the urge to \u201cfix things\u201d immediately.\u00a0The new leader needs to spend time gathering data, through written documents, informal networking, and interviews, to best understand the team\u2019s or department\u2019s\u00a0current purpose, values, strategy, and goals.<\/p>\n

The leader needs to understand the organization\u2019s current structure, what team members believe the organization\u2019s internal and external customers need, what your customer\u2019s actual needs are,\u00a0and how well those needs are being met.<\/p>\n

The leader must understand the details of the organization finances.\u00a0Neutral, factual data help highlight the current operation\u2019s strengths and opportunities.<\/p>\n

The leader needs to learn about their team leaders and team members\u00a0\u2013 roles and\u00a0responsibilities, their passions and skills, and even their social styles. Finally,\u00a0the leader needs to share their leadership philosophy\u00a0with their team: their leadership purpose, their expectations of others, what others can expect of them.<\/p>\n

Your Second 30 Days\u2019 Focus:\u00a0CLARIFY<\/strong>\u00a0<\/strong><\/p>\n

Days 31-60\u00a0require that the leader put clear expectations into place.\u00a0Expectations may be refinements and clarification of existing plans or they may be specific expectations of new objectives and valued\u00a0behaviors.\u00a0The leader must describe not only WHAT targets are important but also HOW team members are expected to treat others as they work to deliver those targets.<\/p>\n

The best framework for clarifying expectations is an\u00a0organizational constitution<\/a>, which outlines the team\u2019s purpose, values and behaviors, strategies, and goals.\u00a0Valued behaviors define what a \u201cgood citizen\u201d looks, sounds, and acts like in the organization. The leader shares all these with team members and secures team member commitment to them.\u00a0Plans, decisions, and actions that serve the organization\u2019s purpose, values, strategies, and goals are embraced; those that don\u2019t are set aside.<\/p>\n

The leader must then engage team members in discussions to gain agreement about their individual goals and standards, and specify accountability systems to ensure goal delivery by every player as well as values-alignment in every interaction.<\/p>\n

Your Third 30 Days\u2019 Focus:\u00a0ALIGN<\/strong>\u00a0<\/strong><\/p>\n

The final phase of my recommended 90-day plan requires the leader to align every plan, decision, and action to the team\u2019s organizational constitution.\u00a0True accountability means the leader utilizes a combination of positive consequences and negative consequences to maintain traction towards desired outcomes and citizenship by all team members.<\/p>\n

Positive consequences\u00a0include praising progress as well as accomplishment, honoring teamwork and cooperation, delegating earned authority and responsibility, and increasing trust of a team member\u2019s independent action.<\/p>\n

When the \u201cplaying field\u201d is well-defined (purpose, values, strategy, and goals are clear) and team members feel trusted, honored, and respected, they apply their skills willingly to move the team forward, serve customers well, solve problems independently, and more.<\/p>\n

Negative consequences\u00a0include clarifying goal standards, redirecting to ensure the team member understands how the work is to be completed, reinforcing valued behaviors, and, when necessary where talented team members do not apply skills, reprimanding to clarify expectations and deadlines.<\/p>\n

NOTE:\u00a0never reprimand a learner\u00a0\u2013 if a team member hasn\u2019t demonstrated required skills, the leader needs to be in \u201cskill building\/coaching\u201d mode.<\/p>\n

If, after coaching, a team member is still unable to perform to standard or to behave according to the organization\u2019s valued behaviors, progressive discipline is in order. If that doesn\u2019t align behavior, lovingly set the team member free (from employment with your organization).<\/p>\n

Following these three keys over 90 days will enable many leaders to increase clarity, align activities, and create discretionary energy in their organization.<\/p>\n

What is your \u201cfirst 90 days\u201d experience as a leader? Share your insights, comments, and questions in the comments section below.<\/p>\n

<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

A friend recently accepted a senior leadership position in an established organization. She asked for my suggestions on how to \u201cput her best foot forward\u201d in her new job. Anytime you start a new role there is a\u00a0learning\u00a0curve. No matter if you\u2019ve been in an agency or municipality for a decade or more, every department […]<\/p>\n","protected":false},"author":2957,"featured_media":4561,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[18],"tags":[8,38],"class_list":["post-4560","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-career-advice","tag-leadership","tag-management-government-administration"],"acf":[],"yoast_head":"\nTake on that Leadership Role With This 90-Day Plan - Careers in Government<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/take-on-that-leadership-role-with-this-90-day-plan\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Take on that Leadership Role With This 90-Day Plan - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"A friend recently accepted a senior leadership position in an established organization. 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