Premise #2. 100-Day Action Plans Are About What You Re Going to Do Over 100-Days

NEW LEADER'S 100-DAY ACTION PLAN TOOL 6.1B 100-DAY ACTION PLAN FOR INTERVIEWS1

Enough people have been asked to create 100-Day Action Plans for the final rounds of interviews that we decided to create a separate template to help. Why? Because the request is a trap. Interviews are not about you. No one cares about you. All anyone cares about is what you’re going to do for them.  Premise #1. Interviews are not about you. They are about what you can do for them.  Premise #2. 100-Day Action Plans are about what you’re going to do over 100-days. Premise #2 is in direct conflict with Premise #1.

How to resolve? There’s nothing wrong with a 100-Day Action Plan – just so long as it delivers what the interviewers care about: what you are going to do for them. The following template helps you do that by putting your plan in the context of the organization’s goals, not yours.

For more information about what goes in the sections, see The New Leader’s 100-Day Action Plan book. My understanding of the organization’s mission and vision:

Long-term objectives and goals implied by that mission and vision:

Three-year priorities required to deliver those objectives and goals:      Things I and my team would need to accomplish in my first 12 months in line with those priorities:     

100-Day Action Plan to jump-start strategic, organizational and operational processes in line with those 12 month requirements:

Key stakeholders Up: Across:

Down: Hypothetical Message: Platform for change:

Thi s form is described in The New Leader's 100-Day Action Plan by George Bradt et. al. and may be customized and reproduced for personal use and for small scale consulting and training (not to exceed 100 copies per page, per year). Further use requires permission. © 2010 PrimeGenesis LLC - All Rights Reserved | www.primegenesis.com Vision: Call to Action: Fuzzy Front End: Personal set up: Jump-start learning: Meet live in advance: Phone in advance: Day One Plan: Early Weeks Plan: Jump-start Strategic Process/Imperative: Jump-start Operational Process: - Milestones - Early Wins

Jump-start Organizational Process/Team Role Sort: On-going Communication Steps:

Thi s form is described in The New Leader's 100-Day Action Plan by George Bradt et. al. and may be customized and reproduced for personal use and for small scale consulting and training (not to exceed 100 copies per page, per year). Further use requires permission. © 2010 PrimeGenesis LLC - All Rights Reserved | www.primegenesis.com