Management books are full of them: the do's and don'ts during the first 100 days as a manager or manager in a new position. Starting in a new role, a lot will be asked of you and you will face various challenges:

• Time is scarce. How do you distribute your time effectively?
• What are the priorities and what do you want to spend time on?
• Who is willing and suitable to support you in this?

What do you do with all those new impressions, expectations and responsibilities? With Summiteers, you take a step back and then firmly establish the foundation of your new role.
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The workshop

During this workshop, we will dedicate one day entirely to you and your new position. What are your priorities and how will you achieve them successfully? We do this on the basis of 3 pillars.

• What is your vision; what do you want to achieve?
• What is the focus; what are the priorities?
• Who are the internal and external stakeholders?

Summiteers offers the structure and safe environment to work together on a concrete 100-day plan. Together, we define the concrete actions to successfully chart your own course.

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Kickstart your position - 100 days: “People close to us help out.”

“We see it a lot when it comes to relationships: individuals who have just been given a new position and are then presented with an awful lot of responsibilities,” says Luc Beurskens, Management Consultant at Summiteers. At Summiteers, we help customers define and realize their vision, strategy and organizational issues. “But how can we really help these people, these individuals with a new position within our relationships?” After a pilot with one of our banking customers, the ball started rolling for a workshop: kickstart your position - 100 days.

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The challenge of a new position

When people get a promotion or get a position at another company, there are all kinds of challenges. There are so many impressions, expectations and to do's that it's no wonder you can't see the forest for the trees. Within many companies, there is also a large playing field; many people who all think something about it. “There will always be people who think you should do your job in a certain way or who influence you to come up their alley. And then there's the potential dynamic of people who really wanted that position but didn't get it.” In our clients, we noticed that those individuals in new roles - often CEOs, executives or managers - were really swimming and were guided by what 'the rest' expects of them. “I immediately linked my experience in facilitating workshops to that,” says Luc.

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Structuring and challenging: “What do you really want to achieve?”

“I realized that I could make good use of my workshop experience for all layers.” It's nice to help structure and challenge people who are new to a certain position and have been swimming for a month or two from that point: “What do you really want to achieve?” In addition, we also get input from the environment about what they expect from the new role. We are structuring that. This is how we ensure that he or she is not guided by what others think, but makes his own observations in two months and then takes over to work on strategic pillars. “That's where I want to go, these people are going to support me in that and that's how I get there.”

‍“You can see that people in strategic positions are still putting out a lot of fires and cooperating operationally. Not because they want to, but because an awful lot is coming at them and the vision is missing.”

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‍Building the foundation of a new role together

Concretely? The goal of the workshop is to lay the foundation of his or her role together with an individual in a new position. “What are really priorities and how do we chart a successful course? That is the whole starting point of the workshop.” Here, we focus on concretizing the vision and what someone really wants to achieve, determining the priorities and the (influence of) internal and external stakeholders. This is followed by a step-by-step plan; a personal plan of action.

The specific 100 days have been traced back to many management books. First of all, let's say that these are just the contours of the general workshop. We are really delving into what specifically the needs of the person in the new position are. “Recently, we were able to supervise someone who had an important milestone in 6 months that he wanted to optimally prepare for. Then, of course, we will adjust this day and the plan.”

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Just start with coffee in a relaxed and cozy way. At Summiteers, that is important to us.

By dedicating one day entirely to the person, the job and new challenges, we are convinced that we can concretely define the path to success. It is important that we start a day relaxed and cozy with coffee and an intro. A fixed part is the brain dump, where we see what is going on and what someone wants to say, followed by filling in the vision. “You have this role now. Where do you want to go in a year or 5 years? What do you want to achieve yourself and what does your environment expect you to achieve? What are you worried about?” We reflect on that and reveal how someone is currently spending their time. “How much are you really on the strategy and how much are you busy with the operation, putting out fires?”

“People who are closer to us help out. That's how we really see it.”‍

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All the tools, tools, focus and priorities to chart your own course

By getting everything out of our head and writing on a board, we can set priorities. What is important and urgent? We choose between 2 or 3 main files, sometimes supplemented with something important and less urgent for the longer term. Do we have that in focus? Then we'll delve into what's involved, which deliverables you need to deliver for this and which people are needed for this. For each case, we write out what the actions, deliverables and stakeholders are. “The end product after such an intense day? A concrete plan of action and all the tools, tools, focus and priorities to chart your own course.” We'll get you there.

It gives energy to really help our relationships to be successful and make a difference together. “People who are closer to us help out. That's how we really see it.”