I met a client that I had worked previously with in the Gulf and was very pleased to hear about a new job he had secured within a new organisation in the region.

 

He is now a senior leader driving a specialist function forward.

 

He was of course very pleased but somewhat more circumspect than I expected; the reason for this was as he described it to me was the ‘first 100 days' syndrome!

 

Moving to a new job within a new organisation can provide huge challenges to senior leaders, especially those that are in their first ‘big' leadership role. It's an exciting time but he was conscious that within the first 100 days he is expected to make some impact upon the organisation.

 

This despite being in a new job, working with a new team in an organisation that he needs to ‘get to know' and still in the ‘understanding the politics of the organisation' phase.