The first 100 days are crucial
Making an early impact is something that now comes as second nature to me. This is because every two to three years for the last 35 years I have been asked to do a new job and have worked for different companies in different sectors in the UK and abroad.
Everything you read about adjusting to a new role - whether you have just been elected as President of the United States or appointed to your first management position - will tell you that you have 100 days to assess the terrain, form your opinions, decide on some form of plan and then make decisions. However good this advice is for avoiding early mistakes, it does not recognise that when you first appear on the scene the eyes of the organisation will be watching to see how you behave and interpret what they see. In an HR role this is especially the case because the expectation will be that you should be a model for the organisation and for a written and unwritten set of behavioural standards. First impressions can make or break a new career move and there is a lot more to making the right impact than riding out your first 100 days.