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The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition by Jorge E. Pedraza, Jayme A. Check, George B. Bradt

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Chapter 14. Evolve People, Plans, and Practices to Capitalize on Changing Circumstances

Evolve People, Plans, and Practices to Capitalize on Changing Circumstances

The 100-day mark is a good moment to start thinking about how you are going to evolve your people, plans, and practices over time to capitalize on changing circumstances. It's useful to set up a predictable rhythm. This allows people to spend less time worrying about the process and more time figuring out how to react and capitalize on the inevitable changes around them. You probably won't be surprised to learn that we think people—plans—practices is a good framework for doing just that.

Capitalizing on Inevitable Changes

Following are important elements to consider on a regular basis.

People

Succession Planning

  • Align the longer-term organizational development plans with the longer-term (three-plus year) strategic plan.

  • Do this on an annual basis.

Performance Management and Talent Review (One-Year Horizon, Run Annually)

  • Track progress of the longer-term succession plan and the corresponding talent needs.

  • Do this on an annual basis.

Plans

Strategic Review, Refresh, and Plan

  • Conduct a detailed long-term look at the business (three-year horizon), leading to choices around how to create and allocate resources over that longer-term horizon.

  • Do this on an annual basis.

Operational Review, Refresh, and Plan

  • Ensure that the right operational plans (one-year horizon) are in place that will enable you to deliver the next ...

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