Well, actually it’s not just my first 100 days. Now that we’re in Sept, it’s a little over 6 months since I started in my new role. I’m enjoying the challenges (yes, there are many) but sometimes it seems like I’m in a game where the difficulty level has been cranked up from 1 to 100. Juggling and prioritising have become key skills that I rely on.
So what did I get up to in my first 100 days? First of all, I prepared beforehand (the minus 60 days if you like) by talking to people who had previously worked where I now work, about their experience. And I set up an external support network – peer group, coach, mentor – to help me through what I envisaged might be a rough ride for an introvert who was stepping out of her comfort zone. I also arranged a regular day each week/fortnight to meet with my research team at UQ, and appointed two local team leaders to drive the how and what of the move at the end of the year. And, may I say, they have been doing a terrific job!
Then, in the first 90 days of my new role, I focused on information gathering. I asked the people I report to about the key goals they saw for me in the first 12 months. I spoke to as many people as I could – students, research assistants, postdoctoral staff, general staff, and group leaders, as well as stakeholders across the University and externally. I ran an internal survey within the first few weeks, asking questions like, “what is great about the Institute?“, “what could be improved?“. I invited the already established Scientific Advisory Board (SAB) to review the Institute at days 40-42 after my arrival, to provide me with recommendations and commendations. I made sure that the Institute, and the senior people I report to, heard the messages coming out of this information-gathering exercise. And I arranged two planning sessions with group leaders within the first 50 days, to discuss the survey and SAB outcomes and to work on where to from here. We workshopped our purpose, our values and our 12 month priorities. These priorities – forming the basis of a strategic plan – were developed into 7 portfolios at about day 70. By day 90, I had established a leadership team of six, who were charged with heading the portfolios over the next 12 months. I arranged a 2-day professional development workshop for the leadership team at 130 days, and we now have regular bi-monthly meetings. We are also well into the first quarter of reporting against the key goals for each portfolio (the operational plan).
I didn’t come up with all these ideas, or do this all myself. I consulted with my peers, my mentors, my sponsors, my coach. I have a terrific executive assistant who knows everyone and everything – a Godsend – I rely on a fab team who contribute ideas and suggestions, and I have people above me who listen and advise. And I used this book as a guide.
As it happened, at about day 100, I traveled overseas for 3 weeks on a trip that had been planned 12 months ago. That trip included a journals management board meeting in Wales, catch-ups with colleagues in London and New York, and a mega-conference in Boston where I was invited to speak on the antibacterial research my team and I work on together with our collaborators. This well-timed but thoroughly unplanned break in the helter-skelter of on-boarding, was an opportune time for me to reflect on my first 100 days. How were things progressing? How did I feel about the new role?
The short answers: I’m learning a lot; there is much to do; there are many challenges ahead; I’m glad I made the move; why did it take so long? All in all, things are heading in the right direction.
Postscript. It’s been a long time since the last blog post in April. The rather steep learning curve and the exponentially accelerating list of urgent to-dos have limited my blog-posting. Nevertheless, there is a lot to talk about. I hope to get back to a more regular pattern soon.