Thoughts on leadership and how I would like to be assessed in the first 100 days
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Mayank Banerjee outlines a leadership vision focused on creating a motivated and agile team to drive innovation and maximize shareholder value while fostering a fun and ethical work environment. In the first 100 days of transitioning into a new position, he emphasizes the importance of understanding success metrics, building relationships, prioritizing issues, and integrating culturally within the organization. Success is measured through key performance indicators, stakeholder engagement, and a structured onboarding process while ensuring continuous feedback and mentorship for team effectiveness.
Thoughts on leadership and how I would like to be assessed in the first 100 days
- 1. Thoughts on Leadership, First 100 days and Success metrics by Mayank Banerjee 30th July 2013
- 2. Leadership – my vision. “Develop a strong, agile and motivated team that innovates and develops a world class product which maximizes shareholder and customer value. To achieve this in an ethical and socially responsible manner and have fun while doing it” • • To develop a strong, agile and motivated team by enabling people to realize their own potential. Goal is to create an empowered and self organizing team by providing visibility and transparency and involve them in every step of the way. To foster an environment of creativity and innovation: Mentor, coach and recognize creativity in team and help the team work smarter. • • To maximize the shareholders and customers value by ensuring no conflict or gap exists between what is client priority and what is being measured and delivered. It is critical to align systems to deliver on the strategy and goal. To create a fun workspace, it is imperative that the leader inspires trust and shares a common purpose which in turn helps people to work smart, to maintain a work/life balance and have a good time doing so. 2
- 3. First 100 days in an Organization Moving to a new position within an organization comes with its challenges and within the first hundred days, I would need to assimilate the new job, build and influence the new team and create the right culture. All new senior executive hires represent a very significant investment and a major act of trust by the organization. They are expected to hit the ground running. Therefore, the key actions that I would take in the first 100 days are: – Understand success definition for my Business Unit Leadership and team – Key stakeholder & relationship mapping – Work on building effective business relationships and understanding the internal communications network – Defining priorities and focus – Identify and resolve the obvious, nagging issues quickly – Achieve quick wins and deliver solutions based on measurable business results – Successful transition and get culturally integrated in the organization 3
- 4. First 100 days in an Organization Begin Induction Ramp up Sales Channel Manage Client Interaction Know the leaders, team, customer, the tech. stack - their drivers and success definition Matrix of prioritized customer info, with projected revenue, probability of conversion, potential partnerships, RACI, influence maps of decision makers, available resources to execute vs. actual utilization Run a working session with customers/key stakeholder to understand requirements and one customer integration 30 days 60 days 90 days and beyond Understand Quarterly KPI Metrics Drink your own Champagne Integration with Team Completed A quarter-wise visibility of high level KPI metrics that are agreed upon by stakeholders. Revisited month on month for granular targets. Bi weekly backlog grooming agile style User test the relevant products and provide feedback as a customer actor. Internal dashboard of metrics by pipeline, recruiter, sales rep, opportunity cost etc. Ramp up on API(s),perf numbers, service offerings,billing, demographics, key integration patterns, top customers, strategy ,vision, pain points, road map and on board new hires “My first 100 days are all about listening and learning. The last thing you'll get from me is a grand vision in the first 100 days. You need to give yourself time to be a sponge.” – Paul Pressler : CEO -The GAP 4
- 5. Success Metrics Action/Deliverables Activities Induction Quarterly KPI Metrics 30 Days 60 Days • Participate in Organization Bootcamp / On boarding Program • Create key stakeholder matrix • Complete Ramp up on Tech Stack and Tech Topography • Understand organization policies and process • Understand Product Roadmap and Service offerings • Complete Ramp Up on Design /Architectural Framework for relevant product or Product Groups • Understand KPI metrics for BU • Create quarterly targets -reviewed with stakeholders NA Ramp up on Sales Chanel Focus Area • Create Matrix of prioritized customer info, projected revenue, probability of conversion, potential partnerships et.al 90 Days + People , Plan and Practices • Facilitate ongoing review of prioritized backlog (backlog grooming) Business and Tech Priorities Partners
- 6. Success Metrics (Contd.) Activities Action/Deliverables 30 Days Integration with Team Completed 90 Days + • User test the relevant products and provide feedback as a customer actor Drink your own Champagne Client Interaction 60 Days Focus Area • Understand top customers, strategy ,vision, pain points, road map Create Internal dashboard of metrics by pipeline, recruiter, sales rep, opportunity cost etc. Product/Product Group • Shadow client meetings • Drive external facing meetings as a Technology Evangelist and Industry expert Client and External Stakeholders • Ramp up on API, performance metrics, service offerings, billing, demographics, key integration patterns et.al • On board new hires based on the first 100 days learning • Mentor/provide tech guidance to team Team