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The New Leader's 100-Day Action Plan by John A. Lawler, Jayme A. Check, George B. Bradt

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2Leverage the Fuzzy Front EndJump-Start Relationships. Listen, Learn, and Plan Before Day One.

Figure depicting two broad horizontal arrows pointing rightward with “the new leader's 100-day action plan” mentioned on the upper arrow and “activate ongoing communication” on the lower arrow. In between the arrows from left to right is mentioned position yourself for success, leverage the fuzzy front end, take control of day one, co-create burning imperative, embed milestones, jump-start early wins, complete organization role start, and evolve, leadership, practices, and culture. An arrowhead is pointing at leverage the fuzzy front end.

But even if you have already started your new role, read this chapter. If you have yet to tackle the things presented in this chapter, start doing them immediately. Read on to find out where you need to catch up.

Create Time, Take Action

Many leaders fall into the trap of thinking that leadership begins on Day One of a new job. Like it or not, a new leader's role begins as soon as that person is an acknowledged candidate for the job. Everything new leaders do and say and don't do and don't say will send powerful signals, starting well before they even walk in the door on Day One.

If you embrace this concept and do something about it, you increase your chances of success. This one idea can make or break a new leader's transition. New leaders who miss the opportunity to get a head start before the start often discover later that organizational or market momentum was working against them even before they showed up for their first full day at the office.

This bonus time ...

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