Accelerating leadership performance in the first 100 days

Purpose – The purpose of this article is to establish how HR professionals can help to accelerate the performance of senior leaders in the first 100 days. Design/methodology/approach – The article begins with an appraisal of how many businesses approach the first 100 days, how resources are allocated and the scope to improve practices in these areas. Subsequently, the article outlines where HR can add value to the first 100 days process, while identifying what the challenges and pitfalls are for new leaders during those early days. The article concludes with an assessment of how to write and implement an effective 100‐day plan that can set the tone for an effective leadership transition, and a case study to outline how performance acceleration in the first 100 days can have an enterprise‐wide impact. Findings – The article is clear that outside expertise and assistance in the first 100 days form a vital tool for HR practitioners. The case study sets out how the HR director at AppSense used experts in the first 100 days to accelerate the performance of the whole business as it faced the challenge presented by significant growth. Practical implications – The article takes a practical, real‐world view on what is achievable internally, and where outside help needs to be brought in to ensure newly appointed leaders get off to an accelerated start. It is based on seven years' experience of First100 consultants working with senior business leaders in global corporations, with findings derived from the challenges and opportunities these leaders have encountered in their first 100 days. Originality/value – The article takes a practical view on how HR professionals can help to improve new senior leaders' performance in the first 100 days, on what is achievable internally, and where outside help needs to be brought in.