100 days of
a leadership team

If you want to go quickly, go alone. If you want to go far, go together.”

~ An African proverb

As a leader you are in the midst of a transition, such as renewing the strategy of your organization, changing ownership, changing the operating environment, or changing the composition of your leadership team. The stakeholders around you are expecting swift changes, and you too are impatient to set them in motion.

In the middle of the transition, you may not have taken into account some basic factors that challenge the effectiveness of your leadership team’s actions

The most common 100-day pitfalls in leadership teamwork:

  • You trust that people know how to act together in the midst of a change. You do not consider that at a turning point, leaders too come to test their own limits, seeking more freedom of action and possibly pursuing the interests of their own unit.
  • You focus on the things that require changes, but you forget to listen and discuss, to make sure that your leadership team also pass on the message to their own teams. This can result in an erosion of trust in your leadership team and throughout the organization.
  • You find out too late that the actions of your leadership team are inconsistent in the eyes of the rest of the organization, making it harder for the changes to be realized and for the desired goal to be achieved.

The new operating culture of your leadership team begins to take shape immediately as it encounters internal or external changes. Your operating culture is reflected elsewhere in the organization, so it should be managed consciously.

Ensure effective collaboration within the leadership team right from the start. Enable an open discussion of everyone’s own expectations and concerns, and what inspires each of them in leadership teamwork and your shared future.

Let’s build a 100-day plan™ with your leadership team, concerning:

  • The ground rules of the leadership team’s purpose, goals, common responsibility and cooperation
  • The expectations placed upon the members of the leadership team and the strengths of each member as a leader
  • The desired change and the leadership culture required by it, which the members of the leadership team commit to promote through their own behavior and actions.

My clients have achieved:

  • Effective cooperation and a clear responsibility in the leadership team
  • Their leadership team’s improved performance in implementing a change
  • Personnel who value the work of the leadership team.

Get in touch!

Maarit Tiililä Oy
Kanavaranta 11 C 18
00160 Helsinki

BUSINESS ID 2215032-5

Maarit Tiililä
maarit(@)tiilila.fi
TEL. +358 40 516 3321

Coach of the Year 2018 as elected by ICF Finland and the Finnish Coaching Association
Scroll to Top