my first 100 days

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.

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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.

 

event horizon LBS

So. Where was I? Oh yes. The London Business School (LBS) Senior Executive Programme (SEP). October last year. In my last post, I wrote that the SEP experience was transformational. But I didn’t explain what the programme was or how it changed my life. A twitter buddy wrote that I left the post on a “cliff-hanger”. In the present post, I want to document what made SEP such a powerful, emotional and delightful experience for me. And in a third post I will write about my transformation. These two new posts, I hope, will address the cliff and the hanger!

Now, about the title of this post. One might argue that using “event horizon” is perhaps a little melodramatic. After all, LBS wasn’t a black hole. It didn’t suck me in so I couldn’t escape. Yet, looking back from the vantage point of ~4 months since graduation, I can clearly see that SEP marked a point of no return – in some senses. So please forgive me my melodrama; it brings me just a little joy to link this post to a key scientific concept.

To paint a clear picture, I should also explain that I am writing this series of three LBS-SEP posts mostly for my own benefit. It’s extraordinarily valuable for me to record my feelings and experiences, so that when I return to them in years to come the detail I might otherwise forget will be crystal clear. (and just in case you didn’t pick that up, “crystal” is another scientific concept that I like including in posts/blogs). Anyway, I hope that these trilogy of posts will benefit others. But I recognise they are very self-focused, so I won’t be at all offended if you are not interested and don’t read any further. Please be gentle with comments. 🙂

So why was LBS SEP such an incredible experience?

powerful, planned, prepared

The gravitational pull began a long way out, ~6 months prior to the course, with the on-line expression of interest. This required detailed responses to questions about where I was in my career, what my learning objectives were, and how and why I thought I would benefit from the course. I had to think deeply about my professional journey (lucky that I’ve been writing blogs on that for a few years!), where I was going, and what was stopping me progressing. Following this, a phone interview was set up with the LBS programme director to ascertain my “interest and suitability“. I was on tenterhooks taking the 30 min call from the UK one evening late in April last year. There was a grilling of course – why LBS? why SEP? how was my organisation supporting my participation? how would I hand over my current roles during the 4 week intensive course (“there’s no way you can do both“)? how would I set aside time for the extensive, compulsory pre-reading and preparation? Fortunately, at the end of the phone interview I was given verbal assurance that I was accepted, though it wasn’t until 8 May 2015 – when I received the official email: I am delighted to confirm that your application has been approved and we would like to offer you a place on the programme” – that I really celebrated. After all, I was about to embark upon an educational journey that will likely transform (my) professional life.” Hurrah! Champagne time.

Information from LBS flowed in regularly from then on. Importantly, we were advised early on that we would have 5 free evenings and 4 free weekend days during the 27 day programme “you may wish to arrange your own social and business activities”. Being an organisationophile, I pre-arranged a weekend visit to friends in Rugby for the single free weekend during SEP, booked a 4th row seat to see Nicole Kidman in Photograph 51 one free Saturday evening, and signed on to attend “Bridging the Gender Gap – How Men Can Be Allies For Women in STEM” in nearby King’s Cross one free Wed evening.

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Preparation didn’t end there of course. There were colleagues to invite (thank you!) to complete questionnaires on my 360° leadership skills and on the organisation’s strategy execution capabilities. I too had to complete those questionnaires as well as surveys on personal health and wellbeing, media background, and Hogan personality (bright side), Hogan development (dark side), and Hogan motives, values and preferences inventories (inside)  (Hogan reports would help reveal my “core values, goals and interests” – “hmm” I thought, “this should be interesting!”). Not to mention the short bio, photo, corporate logo, and org chart (to show where I fit in the organisation) to be uploaded onto the portal. Then there was the email discussion with other participants from this part of the world about our contribution to the mid-programme International evening (what food we would like prepared, what antipodean souvenirs we would bring to showcase this part of the world, what we might present in our 5 minute overview etc). And a week prior to leaving, I downloaded a bunch of pre-reading material (case studies and articles) and printed them off for perusal on the long-haul flight from BNE to LHR via SIN and DXB).

delightful, enchanting, charming

SEP is a residential programme. We were housed in the London Business School campus in Regent’s Park (a posh suburb of London) just a nip down the road to Baker St and Regent’s Park tube stations and Marylebone railway station. Nice. We were allocated “executive” rooms – tiny British bedrooms outfitted with all the mod cons: TV, en-suite, hairdryer, internet (essential for skype calls home). The proverbial cat would have trouble being swung within those confines, but somehow we all managed with our 1 month’s worth of belongings. One overachieving senior exec training for a triathlon whilst undertaking SEP even managed – somehow – to secrete his bicycle into the phone-booth sized bedroom.

My room was on the top floor. Pros: the stunning views across Regent’s Park and the opportunity for extra exercise (more steps in the highly competitive pedometer challenge – spoiler, triathlon man won). Cons: the hot water struggled to make it to the top floor at peak shower times. The food provided on the course was incredible. My only complaint – too much of it for someone with very little yummy food willpower.

Social events were organised throughout the course by the SEP management team “to help capture that London experience“. Early on there was a cocktail reception hosted by the LBS Dean (Sir Andrew Liekerman) in the Dean’s residence – he gave a terrific history of the School and the beautiful Regency building including its bombing during the Blitz. To get our London bearings, we were treated to a dinner cruise on the Thames, with an unexpected “bonus” of a stop-start London A-Z tour during the 1 hour each way 5km trip to the London docks! There was a dinner in a swanky restaurant in the Old Royal Exchange Building mid-programme, and for graduation evening we were packed into a red double-decker bus to transport us to the farewell dinner on the top floor of Tower Bridge (Yes! Dinner in Tower Bridge!). We definitely captured an amazing London experience.

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Souvenir program for Tower Bridge Graduation dinner; restaurant located in the top span with glass floors to watch the traffic below

memorable, immersive, intense

As a strong introvert, the prospect of walking into a room full of people I’d never met, high achievers across the business, not-for-profit and government sectors, was – well – intimidating. I’m sure I wasn’t the only one who felt incredibly nervous as I entered the lecture theatre. How do you break down those barriers, put people at ease, create the conversations that build a community from day one? You make it special. You set aside the same beautifully appointed, spacious and modern lecture theatre for the entirety of the programme. You remove the anxiety about where to sit by indicating each person’s spot with large font nameplates that slot into the front of the long curving desktops. On the nameplates you print the participant’s’ name and organisation as well as their home country flag – that’s more than enough to stimulate conversation. For example, my immediate neighbours in week 1 were from Indonesia (bank), Taiwan (pharma) and Nigeria (bank).

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Nameplate indicates my spot in week 4. Water bottle to the right. LBS loan iPad in front.

At the beginning of each week, nameplates were moved to new positions, so that over the course of 4 weeks each participant would sit in every locale of the theatre, and beside people from all corners of the world. Name badges in lanyards helped with remembering classmates’ names during breaks from the lecture theatre and could also be used to magically procure unlimited free coffees (hot choc in my case) at the local LBS cafe. Also provided on day 1 was the printed SEP course information in a leather-bound LBS folder, LBS pen and notebook (miraculously outfitted with the exact number of pages required for four weeks of copious note-taking), LBS water bottle (for health and wellness – important to stay hydrated), LBS coat and umbrella (it is London after all – people from some parts of Australia and Africa have never seen rain before), and LBS backpack (to carry all the paraphernalia). Well that little lot must account for some huge chunk of the course fee. And of course these “gifts” build a strong connection with LBS (not to mention the brand power when the commodities travel off to 26 countries). On day 1, we were also asked to submit to the programme managers a song that had a special meaning for us – the song should be one that transported us back to a precise moment in our life, that captured an important, unforgettable time or turning point.

Most days began the same way. After early morning wellness sessions (yoga, pilates, exercise class or gym), followed by a (possibly cold) shower, and sumptuous breakfast, we would make our way to the lecture theatre by 8.30 am. Then, when everyone was seated, we would be asked in groups of 4-5 to discuss our major learning from the previous day and appoint a spokesperson to write this on the whiteboard and explain the learning to everyone in one or two sentences. Photos of the whiteboard were loaded onto the programme portal for our records. Finally, 3 or 4 people would be called upon to relate the story behind the song they had nominated. These stories were riveting: hard-nosed senior execs were transformed into vulnerable souls with deep feelings and emotions. Stories of new love, of lives lost too young, of new life directions and of deep passion for country.

After a short break, we’d then move onto lecture content. We were warned beforehand. There would be “long days filled with thought-provoking lectures, activities, exercises, and group work” the emails said. This programme would be a “challenging, inspiring and intense (yet fun) experience” the emails said. And you know what? Those emails were right. It was challenging. It was fun. It was engaging. As evidenced by emails home to my husband, it was intense; Day 1 “It’s been very intense already. Met lots of nice people from all over the world.” Day 2 “Another long day. Started at 7am finished at 9pm. I’m somewhat exhausted” and later “Its certainly an intense course. Not much time left over for anything else.” “Week 2 is even more intense than week 1, if that is possible.” “Another busy day – got up at 6.30 am, wrote up notes, emails, showered, breakfasted then lectures from 8.30 am till 5.45 pm then a Women In STEM event at Kings Cross at 6.30 pm, returned back to room by 10 pm. Some reading homework to do now and then to sleep. I’ll try to get up for a walk tomorrow morning at 6.30 am.

The regular lecture programme was interspersed with extra-ordinary days: a mystery-shopping outing to Oxford St and Regents St for brand evaluation (complete with full-day tube ticket and map); a whole day session at the Royal Society of Arts in central London working with actors on performance skills (“leader as performer” – It was terrific! Lots of ideas on voice, posture and rehearsal); a full day of radio, TV and crisis event media training, including an unexpected and unrehearsed TV vox pop outside the lecture theatre (think hot choc in hand, backpack slung over shoulder, camera in face, mike likewise, interviewer: “Do you think media has too much power?”); and a day devoted to governance and board directorship including role-playing in a dysfunctional board setting.

Lecturers were incredibly skilful at describing new ideas by using a range of engaging techniques: citing the literature (eg how the natural phenomenon of regression to the mean reinforces incorrect use of negative feedback); asking questions rather than telling the answer; using videos to stimulate thinking (eg the invisible gorilla movie highlighting that selective attention in a complex task can lead to important detail being missed); setting a 10-min challenge to design our personal coat of arms (thereby defining our core values); using the marshmallow challenge to stimulate “collaboration, innovation and creativity”.

On graduation, as a record of our time together, we were ceremoniously presented with several items: an LBS graduation certificate (mine is currently being framed for display in my new office), a group photo, a 20 pound voucher to spend in the LBS shop (I bought an LBS fridge magnet and LBS phone charger – which came in handy barely a month later when I was stuck in Kolkata airport for 12 hours) and an LBS USB with MP3s of all the songs selected by participants – which was now the soundtrack of our journey together. What was my song? Well. We’ll have to wait for LBS blogpost 3 to discuss that.

Overall, LBS SEP lived up to its tagline London experience. World Impact. It was indeed a special, life-changing, immersive experience. A turning point for many. A point of no-return for me.