New heights

Think blue sky with thought-provoking views, inspirational stories and incredible results, as well as the latest coverage in the press.

ShowHide Blog Menu

You’ve got the Job – how about a Plan for the First 120 Days?

You’ve got the job, accepted the offer and are ready to launch yourself into your exciting new role. So, what should you be concentrating on to really deliver for yourself, your new team and, most importantly, your new employer? No matter how qualified and experienced you are, you need a clear plan to hit the ground running. The Ten Stage Plan to Deliver Amazing Personal and Business Results in the First 120 Days in a new role is the perfect way to plan to achieve this.

Yes you will have concerns, yes you will feel nervous and, yes, you will have moments where you are asking yourself ‘have I made the right decision here?’

At every stage take care to follow the following maxims:

  • Listen, listen and then act
  • Follow, follow and then lead
  • Communicate and relate and relate and communicate
  • Above all… remember yes you decided to take the job and now it’s your choice to make it a success…

You can contact us at The Results Centre to find out how we support executives transitioning into new roles hit the ground running with stunning results. In the meantime, here are the ten stages to consider and then step into once you have made that all-important initial choice:

1.Set your RESULTS Stall out

What are the outcomes the key stakeholders want you to achieve in your First 120 Days? Make sure you include specific bottom-line business results.

Be clear in your requests and your communication – it is the bedrock of you achieving success in your new role (or not). But remember not all results are quantitative. It is often the quality of your results, interactions and future plans that really count, as these are the foundations you put in place in the first four months.

2. Frame ‘Stretch’ outcomes from Day One.

Ask yourself ‘what are the Stretch Outcomes I want to achieve for myself, above and beyond those stated above? Again, remember to include specific bottom-line business results.

Choose to be focussed on over delivery but be very careful NOT to fall into the trap of running around at a great rate of knots and achieving very little. This is about taking a clever stance, not a ‘busy fool’ approach. Being seen to be someone who is over delivering is just as much about tangibles as it is about relationships.

3. Gather the Key Facts

What will you have learned factually about the new business you are in by the end of the 120 First Days?

Design a clear plan to engage with your new business in such a way that you discover, early on, what you need and need not know about the organisation. What are the pivot points and how are decisions made around here? Do this by asking great questions and relating to people at all levels of the business.

4. Cultural Intelligence – the Vital Factor

How will you immerse yourself in the culture of the new business?

Think about what you know about the new culture based on interviews and your early interactions with the business. Then consider what experiences you have had (and you’ve had a lot) of different cultures in business and how you can usefully draw on this experience.

What approaches will you have to take to adapt to the new culture? Ask yourself after interview, at the end of the first day, first week and first month ‘how would I describe the culture around here?’ Write your answers down and start to consciously build up a picture to act upon – after a while it will become second nature.

5. Choose to be Unique and ‘Unputdownable’

What will you bring to this new organisation that is unique, dynamic and ‘unputdownable’?

How will you go about this? Start by forming an action plan before you even commence in the job. What have been your outstanding career moments and successes and how can you implement them or adapt them in your new role for even greater success?

6. Team and Stakeholder Engagement

How will you engage your team and the wider team above and below you in the organisation?

Think about your own experience either as a team leader or team member – what was great about team engagement, what results were achieved and how can you replicate and grow these experiences in your new role? Review, early on, who your stakeholders really are in your new organisation – how will you engage them with you and your performance?

How will you ‘be’ as a leader, think about what it takes to be a great leader – vision, decisiveness, communication, engaging followers and so on – how will you put all this in place so that people notice and follow?

7. Deliver Amazing Team Results

What impact will your team be making? What results do you want to achieve? What results do they want to achieve? Find out this by asking them! Work on the answers to these questions as a team and do not assume, as many new appointees do, that you know all the answers – the team have many more and they will often be better.

Look to your own experience and to teams outside your arena and think about what it is that makes a good team. How will you achieve a clearly communicated and agreed direction that people are enrolled in and motivated to deliver great results for you and themselves?

8. Create relationships that deliver

What will the relationships around you look and feel like by the end of the First 120 Days?

This is pivotal to success – you can be the best ‘doer’ of the job in creation but without real, meaningful and profitable relationships in place you are sunk!

9. Communicate, communicate, communicate!

What will communication look, sound and feel like around you during and after your First 120 Days?

Communication is how relationships are formed and maintained on an individual, team and corporate level and apply internally as well as externally. Set out a plan that sees you as ‘Mr’ or ‘Mrs Communicator from Communicator Land’ (and that does not mean talking a lot). REMEMBER the two ears one mouth rule!!

Have a plan predicated on good and consistent communication – you will know what great communication looks and feels like because you’ll have experienced it.

10. Deliver a Market Impact.

What external impact will you have for your business?

List your expectations (and those of your boss and of other stakeholders) at the beginning of the 120 Days and keep tabs on how this is going. Communicate these impacts you and your team have widely and celebrate them.

Remember the ‘market’ can be an internal one particularly if you are a service provider within an organisation.

And a Special Number 11 – choose to enjoy the experience!

Email us at to set up an introductory chat and discuss your training, mentorship and people development needs.

Alan Denton is an unconventional and daring executive coach & mentor. He provides a great balance of executive coaching & mentoring with deep experience as a leader & CEO of organisations. He specialises in working directly with executives new to the role. To find out more about Alan’s executive results-driven coaching services please visit