This is what the first 100 days as a manager are like

The first days in your new job or after promotion are demanding, because a lot is expected of you. New impressions, new colleagues or the challenge of settling into a new position in the hierarchy - all this awaits you initially in your new leadership position. In the process, everyone goes through the following phases:

Orientation phase: gaining an overview

The preparation and familiarisation phase begins on the first day of work. The new manager finds out in detail about the corporate culture, objectives and structure of the company. After giving an inaugural speech and communicating their own plans, they get to know all the team members, customers and stakeholders with whom the new manager will be dealing in the future. In this phase, it is particularly important to ask questions, listen and observe in order to understand customs and internal processes and to be able to adapt or optimise them later.

Planning phase

After the orientation phase, the first 100 days as a manager are dedicated to the actual area of activity in order to be introduced to specific fields of action. Following a stocktaking and possibly a handover from your predecessor, you work out a comprehensive strategy with which you can achieve your goals. You should define clear, measurable and realistic goals and align them with the company's objectives. In this phase, you should also plan the resources you need to achieve your goals.

Evaluation

The first weeks or months are over and the initial projects have been planned and implemented. Now it is time to look back on your first 100 days as a manager and review and evaluate the results of your work. What has worked well? Where are your weaknesses? Where is there still room for optimisation? Compare your goals with the actual results and adjust your further goals based on this to ensure that you are on the right track. Draw conclusions from goals that may not have been achieved.

3 common challenges in the first 100 days as a manager

Taking on a management position brings with it a number of challenges that you need to be prepared for in order to make a successful start as a manager. To avoid failure, it is important to know what challenges you can expect:

Overwork

A common problem when starting out in a management role is uncertainty and the feeling of being overwhelmed. This is because from one day to the next, you are suddenly responsible for a potentially large number of employees and have the freedom to make decisions that have an impact on the company. It is important that you do not allow yourself to be overwhelmed by this feeling, but take time for yourself and relax and regenerate. Set priorities, don't fall into blind actionism and don't devote yourself to all new tasks at the same time.

Acceptance of employees

Regardless of whether you have risen within the company and already know your team or you are new to the company - as a manager, you communicate differently with your employees than you do with your peers. Not because you are superior, but because your team needs to trust and respect you. It is therefore important to establish open and honest communication in your first 100 days as a manager in order to create a good working atmosphere. Especially when you have been promoted from colleague to line manager and are suddenly superior to your old colleagues, you need to practise your authority first. Depending on the company structure and culture, it may be necessary to break out of old habits. In order not to make decisions on a personal level and to be able to assert yourself, you need to establish a certain distance to your employees.

Even if you are new to a company, you must first prove yourself and your abilities to your new employees. Especially if you are the successor to a very popular manager, it can be difficult to follow in their footsteps.

The first 100 days as a manager: The right way to deal with your employees & colleagues.

Promote a positive work culture

As a new boss, you will be working with other supervisors and/or subordinate colleagues on a daily basis. In order to keep the potential for conflict as low as possible and to increase productivity to a maximum, a pleasant working atmosphere is of great importance. In order to be able to delegate tasks with a clear conscience, a certain basic trust is indispensable. Therefore, build a good relationship with your employees right from the start and learn how to get the best out of them, encourage them and ultimately move the company forward.

Understand your leadership role & communicate as a leader

Effective communication is an important part of a successful leadership style. Make sure you talk to your staff regularly and give them feedback in one-to-one meetings where appropriate. Think about how to communicate clear instructions and goals and announce changes, and make sure that all questions are answered. Good communication not only helps to solve problems, but also builds trust and loyalty among your staff. Stick to what you say and don't cause confusion with contradictions.

Get to know the team & consider needs

By gaining allies right from the start, for example by revealing one or two personal details in your inaugural speech, you will not come across as unapproachable and can thus build a good relationship with your team. In addition, ask for feedback from your staff.

Dealing with other managers in your first 100 days as a manager

As a new manager, you should learn to learn from other managers. Find a mentor who can help you in your work as a manager and who you can fall back on if you have questions and ask for advice. Share your experiences with other managers and learn from their successes and failures.

How to manage your tasks in the first 100 days as a leader

What do you want to achieve? Your objectives

As a manager, you should have a good understanding of the company's goals and strategies. Think about how you and your team can contribute to achieving these goals. Ask yourself how you want to tackle these goals right at the beginning. Which projects will you devote yourself to first? What do you want to change about the status quo and what challenges do you want to tackle? With clearly defined and measurable goals, you can track progress and evaluate to what extent you are achieving your goals. Supportively, even before you start your first 100 days as a leader, you can create a checklist that you can use to plan your strategy well and always adjust it.

First things first: Set priorities

As a supervisor, you will have many new tasks to master. To manage your resources effectively, you need to learn to prioritise and consider which projects and tasks need to be done most urgently. Focus on successfully completing these tasks before moving on to new ones.

Conclusion: The first 100 days as a manager

The foundation for a new leader's success is laid in the first three to four months. During this time, new managers go through four phases in which they first get accustomed and oriented before a strategy is planned, implemented and finally evaluated. In order to quickly manage the transition from colleague to supervisor or from unknown to new supervisor, the above tips for dealing with your staff, with other supervisors and for coping with the new tasks from day one can help. Our From Colleague to Supervisor seminar provides in-depth support for your preparation. This way you will be well prepared for the challenges you will face in your first 100 days as a manager.