Consider how others perceive you. At senior exec levels you need to be aware of your personal branding — “brand you”.
Building your network
The more you can say and do that meets their expectations, and gives them confidence in having made the right appointment, the more relaxed they will be in their dealings with you.
expectations need to be defined so you have a clear picture of what lies before you and what needs to be achieved. The key player in this will be your immediate manager.
Setting personal objectives and development plans the first meeting to discuss your role and the business expectations of you…
organizations also measure you not just on what you achieve but take account of how you achieve it, so be clear about the cultural influences within the organization — understand how they play the game and ensure you play by their rules
SMART = Specific | Measurable | Attainable | Relevant | Time bound
The principal guidelines for “C” level executive leaders / senior managers
- Do not assume that your interpretation of what is expected of you is correct.
- The most important thing (from an executive point of view) is to assess what needs to be done to achieve the corporate objectives for which you have been hired
- Stop the practices that are not working and carry on with those that are. Initiate new practices to fill any gaps.
- Look for quick wins with maximum business impact.
The principal guidelines for Sales leaders and Sales managers in their first 100 days
1. Do not assume that your interpretation of what is expected of you is correct.
2. Do not get distracted – it’s all about revenue.
3. Establish what needs to happen to hit the targets.
4. Put yourself out there!
5. Is there a winning formula and if so, is it being repeated?
6. Establish who are the winners and losers on the team.
– Who are the “A” players (top 20%), who are the “B” players (majority) and who are the “C” players (bottom 10%).
7. By the end of your first 100 days, you should be able to understand the whole picture.
8. Look at current operations.
9. Ask a lot of questions within the group.
10. Mind the gap.
There’s a difference between similar and same.
Ask the people who hired you…what perceptions you may need to change and what knowledge gaps you need to bridge