Planning: 100 Days Before Departure

Before leaving office, compared with the 100 days before taking office, the company's decision making leadership, Professional manager If the leader of this type of people is able to fulfill their duties and fulfill their duties well before they leave office, and stick to the last day before leaving office, this will greatly enhance the possibility of the company going through the transition period in good condition, and the legacy left by the departing leader will also be effectively consolidated.

There is no simple list of what action the outgoing should take when leaving work. Rather than planning for the transition period, it is rather an art. Of course, everyone must find a transitional style that is consistent with their personality and organizational culture. Now let's find out the answers from these questions. The answers to these questions will help outgoing persons understand the list of key actions that need to be completed before the end of their tenure, which is no less important than the beginning of their presidency.

Question 1:

If I have three years to go, will there be any strategic change or major organizational change?

Between tenure Leader People are very aware of the organization's current strategy. Operate Strengths and weaknesses, and what changes need to be made. If the incumbent leader fails to act, the new leader will be prepared for change, which may take more than a year or even longer. In most industries, this delay may bring a painful price.

For example, a few years ago, when the CEO of a large high-tech company retired, it did not set clear strategic priorities for the company's next few years of development. During the time when the company retired, the company maintained its normal operation. But with the beginning of the handover and the pace of industry reform too fast, the new CEO failed to catch up quickly. As a result, the company suffered great damage.

In stark contrast, CEO, a large food and beverage company, is still implementing the imposing policy of mergers and acquisitions at the eleventh hour of its term of office, making the biggest acquisition in the history of the company. Benefiting from the unremitting efforts of the departing CEO, the successor quickly completed the transaction and won a strong competitive advantage for the company.

Question two:

If I have three years in office, what kind of adjustment will I make?

All decision makers should be concerned about the depth of the organization, especially the leadership team. In most cases, most of the leaders will keep updating the talent pool. Many people have several backup candidates. At the end of their term of office, nothing is easier than not making any hard decisions. There are good reasons for this: the new successor can set up his team fully and freely.

But this idea is not good for the new successor. If they want to make adjustments to the team, they are free to carry out their work at any time, but if they can have the most powerful team at the beginning, they will benefit from it. Sometimes, the right way is to make difficult decisions, to pave the way for new successors, and to leave them with the most convenient and effective team.

Question three:

Does the company have enough operational power to harvest excellent results this year and next?

Long term performance requires companies to initiate changes and respond to changes: internal changes include new goals and plans, and external changes include new market conditions and customer needs. The outgoing person should ensure that the company has a solid channel for activities to understand and implement change and create the necessary capabilities. Certain activities must be targeted at growth, but not all activities must be so.

In the transitional stage of leaders, organizations often lose a lot of time naturally, because people are always concerned about what changes will bring to them and what styles the new successors will be. {page_break}

But one way to really slow down the pace of growth is to detailedly record the current plan with the outgoing CEO and management team, and specify specific responsibilities and performance milestones. This plan is then shared with the board of directors so that all directors can understand the company's current situation. If the successor is appointed at this time, the plan should be shared with the successor.

Question four:

If I take the job just now, what areas do I want to have a better understanding of?

If the new successor comes from outside the company or even other industries, he will definitely have a completely new perspective; in fact, this is the main reason for the company to choose such a successor. In such a case, the outgoing person should pay special attention to introducing the whole company to his successor. Because only the last one knows what the key point of the enterprise is, and only after listening to the last opinion can we understand some tricks.

The outgoing person can be of great help, for example, arranging new leaders to meet people who will not notice but will play a key role unexpectedly. These can be seen as an avant-garde integration plan: talk with analysts who have made critical comments on the company, sit down with executives from major former customers, and they may be willing to share with new leaders why they chose not to cooperate with the company.

Question five:

What are my plans for the last 100 days?

Answering the above questions can help the outgoing leader set his priorities for the last 100 days. These problems can help outgoing persons to reduce the 25 key tasks to be completed to the following 5 items. These 5 items are chosen because they have huge potential economic consequences and effects, or they need to be properly handled, rather than left to successors, which are difficult tasks for them.

1. explore: explore other possible organizational patterns for the largest business sector.

2. opening: start the specific work in e-commerce, and get inspiration from competitors.

3. get: ensure that best practices can be achieved, allowing companies to invest in supporting infrastructure to maximize returns.

4. analysis: analysis of the advantages and consequences of acquiring a company, and this company is a company that has been discussing but has never seriously assessed.

5. acceleration: accelerate efforts to reduce procurement costs and implement the proposed administrative cost reduction plan.