PART 3 – IMPLEMENT
If you’ve been following our “Make an Impact” blog series and tracking your progress so far, you should be at least 60 days into your new role. This post is Part 3, and the final installment of the series, where we are laying out a comprehensive 30-60-90-day plan for you to hit the ground running as a new CEO.
In Part 1, we talked about the importance of assessment. You started by assessing your current people, processes and priorities, in order to determine where opportunities for change exist. In Part 2, you began to build and develop relationships and rapport with employees and key stakeholders, as well as a blueprint for success. Over the next 30 days, you’ll begin implementing the plan you’ve laid out.
In the interest of consistency, we’ll outline this process in three simple steps.
Step 1: Reorganize teams for maximized relational productivity.
There is a ton of evidence supporting a relational, strengths-based approach to productivity in the workplace. Studies show that focusing on employee strengths leads to increased engagement, stronger work teams and better performance. If you want your business to grow, you must focus on organizing and developing your teams based on the strengths of the individuals that make them up.
In Part 1 of this series (days 1-30), you began assessing your company culture—including your employees’ attitudes, beliefs, responses and behaviors. In Part 2 (days 30-60), you began building relationships with the people in your workforce, while assessing their strengths. Over the next 30 days, you’ll implement a plan to maximize productivity by grouping team members, who have differing, yet complementary talents, together.
Step 2: Onboard new hires. Create an engaging, fast-paced onboarding plan to capture and retain the enthusiasm of new employees. The sooner they get up to speed, the better. And be sure to make relational productivity a part of your onboarding plan. Use an assessment to learn their strengths and organize them into various teams accordingly. (We recommend the Gallup StrengthsFinder®).
Focus on training your executive leaders to effectively develop and lead their teams. By “training the trainer,” so to speak, you’ll save time and be able to focus your energy on higher-level efforts affecting your company’s processes, priorities and culture. You may wish to hire an external executive coach to assist with this process, as you continue to bring yourself up to speed as well.
Step 3: Get feedback. This step is often overlooked, to the detriment of C-Suite officials. As you begin implementing and testing your plan for change, it’s crucial to take a step back and figure out what’s working and what’s not. Engage your people by requesting their feedback, and be intentional about listening to what they have to say. As they become involved in the planning and development process, they’ll become more invested in its implementation and more motivated to do what it takes to help you succeed.
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