The first 100 days… Seven action points for a new leader
Oona Collins
Executive Coach for senior executives and top teams in the property industry and more with big goals facing transition and growth
I was delighted to be asked to write an article for Prime Resi, following Sir Keir Starmer’s appointment, to address the key actions that leaders in new roles will find important in their first 100 days.? The article below was featured in its journal on 10th July...
New Prime Minister Sir Keir Starmer has quite a ‘to do list’ waiting for him in Downing Street.
Many of the early actions he needs to implement during his transition to set him up for success are no different to those faced by new leaders in businesses around the world.
Taking on a new leadership role can be both thrilling and daunting. The actions taken in the first few months of any leadership position are vital; they shape your direction, build trust and establish credibility with your team and stakeholders.
Here I look at seven actions that leaders in new roles in the property sector will find important to position themselves, their team and the business for success…
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1. Do what you say you are going to do
Deliver on your promises…and start straight away.
Every new leader needs an ‘early win’ to build trust and demonstrate their competence. The sooner people are able to see that the right leader has been appointed, the more willing they will be to support you on more radical changes needed.
Chancellor Rachel Reeves has started this process by announcing plans to quickly deliver on their manifesto promises around housing and planning. This includes new directives about the use of ‘grey belt’ and brownfield land to build homes. As well as setting out other changes to be made to the planning system to speed up the delivery of houses.
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2. Build the right team
Put the right people in the right roles that play to their strengths and experience.
Ensure diversity of thinking and experiences so decisions have been thought through from many perspectives.
Ensure your team is made up of people who:
One of the biggest challenges many of my property industry clients have had is that they have had 16 housing ministers over the last 14 years so it has been hard for anyone to achieve results and build trust.
This is the ideal time for the right team to prove themselves.
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3. Create the right culture
Establish a culture that everyone buys into where there is the opportunity to disagree and debate, and commit to unify behind final decisions. This way there are no side conversations that create divisions.
Set clear values and make sure everyone knows what will and won’t be accepted behaviours.
Keir Starmer has already been successful in changing the culture within his party and unifying people so everyone is committed to the vision he has set out.
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4. Set a plan for growth
Not everything can be done straight away. Major change and significant growth takes time. Set a plan for growth with definitive milestones that people are accountable for.
Start by asking some simple questions, such as:
Give people the resources they need in order to achieve these and continually measure progress.
Review the plan regularly together and be open to it being critiqued.
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5. Stay close to your clients and customers
Starmer often talks about ‘servant leadership’ and repeatedly references “people before party”.
Your clients and customers need to feel heard and recognise that you understand their priorities and are working on them. Have tactical and strategic meetings to understand their short, mid and long-term ambitions.?
How clear are you on the ambitions of the clients and customers you serve?
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6. Create a network of influence
Sooner or later you will need the support of people over whom you have no direct authority within the company and externally. Invest time early in identifying those key stakeholders and building relationships with people you anticipate needing to work with later.?
A key stakeholder for the Labour party are the trade unions. I found it interesting when Sharon Graham, the CEO of Unite said “I’m glad we have a Labour government, but I am the leader of a trade union and my main focus is jobs, pay and conditions for workers. I am either going to be seen as a critical friend or a pain in the proverbial, whichever way they want, because I’m going to hold their feet to the fire.”
Encourage your management team to create their own network so their influence is felt widely.
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7. Clarify your personal values and boundaries
Starmer has always spoken of the privacy of his family and how this is non-negotiable for him.
When you accept a new leadership role there are often compromises to make, and recognise those areas where you are not willing to compromise as they represent an important value.
Your ‘team at home’ is a critical factor to your success. What agreements will you make together so you can achieve your ambitions and retain the values that you hold dear.
A female COO client in the property sector accepted a role working four days a week. She was confident on what she could achieve, and she clarified her boundaries so that people understood that Friday was committed to family before she took the role.? Everyone’s expectations were managed and she is delivering the success they wanted.
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When transitioning into a new leadership role, it is vital to plan how you will make an impact, establish trust and create a platform for growth and success.
If you would like to discuss how we can help you transition into a new role, please do get in touch with Oona at [email protected].
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