On my first day at my new place, where I started as Deputy General Director for Financial and Legal Issues, my subordinates came in a line with questions that "didn't require delay", and the heads of neighboring departments came for analysis and budget adjustments. The General Director demanded reports, and by the end of the day there were 120 "urgent" contracts on the table for approval.
I was saved from a “tornado” in my thoughts, a “cast iron” head, red eyes, and, as a result, burnout by a plan that I made in advance.
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First days in a new place
In the first days, you will have several processes running in parallel: taking over cases, auditing current issues, meeting colleagues, partners, investors. By the end of the first month, you need to detail all plans and synchronize them with the management's vision. In addition, you need to draw up a training plan, including industry-specific ones.
In the second month, I recommend focusing on getting quick results to show clear achievements and identify the best sources of information. In addition to writing reports and making plans, meet with subordinates and colleagues, discuss your resources: personnel, budget, management support.
In the third month, summarize the analysis of the company's business situation, choose an appropriate leadership style and plan the scope of changes.
That's it in brief. I want to tell you about the main steps in more detail.
First days as CEO: five stories from top managers
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