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You've just been promoted to a new leadership position. You know that challenges await. You want to meet them as a proactive, productive leader. You need a transition plan.
This course works with the PIE model for establishing credibility in a new role and walks you through the 4 areas you must nail in the first 90 days if you are going to make a difference as a leader.
The first 90 days is a critical period. Fail to deliver and your window to make a difference closes. Let this course walk you through 4 tools that will focus your energy and action on what really matters. You will finish this course with a clear transition plan.
There is one enormous trap in the first 90 days that sinks the career of many a potential leader. Do not fall into this trap.
This course will work you through your own transition plan to reach the PIE moment (where you are seen as indispensable as rapidly as possible.
I look forward to welcoming you to the course, and celebrating your success as you grow in your career.
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|Section 1: Accelerated Positive Contribution|
Getting the Most from this Course
Hello and welcome to the Nailing the First 90 Days course on Udemy. I am delighted that you have decided to take this course and do the work to maximise your success as you make the transition to your new role.
My name is Conor Neill and I have been teaching leaders for the last 10 years. I have held leadership roles in corporates, non-profit organisations and have started 6 businesses. I have been interested in what makes for a successful leader. This course shares my answers.
Let's Get StartedDive into the next few Lectures to clarify the objectives of this course
My blog, Moving People to Action, is full of resources on Communications, Leadership and Personal Effectiveness.
What is the objective of this course?
It is not focussed on transferring knowledge.
It is focussed on giving you tools to accelerate your speed to positive contribution. I am not going to share theories, I am going to focus on simple practical worksheets that give structure to your efforts.
The PIE model is
It is not enough to be busy.
It is not enough to be productive.
You must be productive, have impact and be seen to be the cause of the change. You need PIE.
This course is about leadership transition, but in reality this covers most of the challenges and capabilities of leadership.
IESE Business School, Lecturer in Leadership Communications
Conor runs the IESE Leadership Communications courses for MBA and Executive MBAs and many senior director programs at IESE Business School in Barcelona. He has worked with organizations such as Accenture, Applus, Barcelona Activa, The UK Labour Party, Microsoft, Novartis, IBM, ISDIN, Partido Popular, Puig and Santander Bank delivering seminars on Leadership through Communication.
Entrepreneur, Management Consultant and Author
Conor Neill is President of MLK Events. Conor is a serial entrepreneur, writer and keynote speaker. He has founded 4 companies, raising capital, hiring teams and reaching over €10M in sales. He spent 6 years creating a revolution in private jet travel with his company Taxijet. He has invested in 2 start-ups. He is Past-European Area Director for Entrepreneurs’ Organization the world’s leading community of entrepreneurs. He is the proud father of a wonderful daughter, Alexandra.
Conor was a manager in the Change Management division of Accenture for 8 years. He has worked with corporate leaders in Europe, USA and Australia helping drive systematic change in their organizations.
Conor has a degree in Psychology and Artificial Intelligence and an MBA from IESE Business School. His hobbies include kicking footballs (the round ones), running long distances, tennis, mountain biking up steep forest slopes, blogging at www.conorneill.com, travel to historic places and breaking out of his personal comfort zone at least once a month.
|There is a great danger in the early days of taking on a new role that you end up saying "Yes" to many requests on your time. Your days become filled with other people's meetings, other people's projects and other people's priorities.
You need to keep a focus on the Top 5 priorities for your first 90 days, and above all on the Top 1 of 5. This will be your un-missable goal.
|Section 2: Understand the Current Situation|
|There are various situations you may find when you arrive.
Managing Upwards - The 5 Conversations with Your Boss
Conducting SWOT Analysis Workshops
|Section 3: Achieve Early Wins|
|40% of employee time is spent on "hassles". Stuff that is waste. A leader in transition has a small, unique window of opportunity to cut this hassle.
If you don't cut it very early, it becomes increasingly harder to remove.
|Nothing marks a change of leadership more than changes to the team's physical space.|
|Section 4: Build Your Team|
|Individual accountability is vital to allow your team to produce impact. If you do not build a culture of accountability early, you will be swamped by a constant flow of problems from the individuals you lead and manage.
There is one important question to keep giving back to people that come to you with problems, challenges, obstacles and queries.
|The 6 decisions for team members:
|Each individual will need a different style of interaction in order to get the best from them.
Motivation and Experience are the critical factors that you must assess per individual and per task in order to decide on the optimal Leadership Style.
In the case of zero motivation and zero experience, do not give this activity to the person. There is no management or leadership style that can get good work done in this situation. It is best to give the activity to someone else. If this is a critical activity, then you may need to consider replacing the individual. There is no magic that you can do.
In the case that there is some level of motivation or some level of experience, then you can give the activity to this individual and decide upon the optimal interaction style.
Broadly speaking, there are 4 styles of activity leadership:
Behaviour Change 101
|There are 4 stages of team interaction:
This lecture looks at the characteristics of each stage, and then the tools you can use as leader to move up the stages towards the ideal Performing stage.
|Section 5: Create Support Network|
The Basics of Change Management
|Section 6: Expedite Everything and Everyone|
|Section 7: Personal Balance|
|Section 8: Transition from 90 days to 900 days|
|Personal Disciplines are vital. When you have a manager, someone else is in charge of your discipline. Once you are the leader, you are in charge of your own discipline for getting the right work done.|
|Section 9: Bonus Section: Improving Your Communication Skills|
|The following lectures are bonus material from another course that I teach: Leadership Communications: How to Move People to Action.|
4 Steps to Become a Great Speaker
Jim Rohn says that there are four simple steps to becoming a great speaker:
How do we get something good to say? Live a full live. Meet lots of people. Fail. Succeed. Remember what it felt like and be able to share the emotion as well as the facts of what happened. Write a journal. Keep track of your stories.
How do we say it well? Prepare. Start strong. Breathe. Look up. Pause. Practice (lots).
How can you read the audience? Look at them. Listen to them. Feel the emotion of the room, of your listener – by feeling your own emotion.
Intensity – how do we get the right emotion? Tell personal stories. Share something. Only stories allow us to share emotion with others.
The basic principles of persuasion were developed over hundreds of years in Ancient Greece and Rome by philosophers such as Socrates, Aristotle, Cicero and Quintilian. At the very heart of this development was Aristotle’s triad of logos, ethos and pathos. Aristotle’s innovation was to include “ethos”, or credibility, into the accepted approach to persuasion.
Over to you
As a child I remember reading Alice in Wonderland by Lewis Carroll. One scene has Alice entering Wonderland via a hole in a tree trunk. On arrival in Wonderland there are several paths open to her. She sees a rabbit. She turns to the rabbit and says “Which path should I take?” The rabbit looks at her and asks “Where are you going?” She pauses and then says “I don’t know”. The rabbit smiles and says, “Well then any path is good”.
In persuasive communication, if you don’t know where you are going, then no path is good. The first step in persuasive communication is to be clear where you want to take the audience. Point X is the definition of where you want to take the audience. If you start with clarity on Point X, it will allow you to chose the best path to take.
Point X is the statement “When I have finished speaking my audience will ….” finished with an action.
Most communication fails here. Most communication fails because the speaker does not know what change she really is looking for, is unrealistic about the change, or is vague about how the audience can take action to begin this change.
There are four types of audience, and consequent persuasive strategy that you can come upon when you are seeking to move a group to action through your speech.
When providing new information it is vital that you help the listeners “assimilate”. How can you make it real for them? There are a number of techniques to bear in mind.
There are five things that characterize Deliberate Practice:
There are three fields of human performance where methods for becoming world class have been developed and honed over hundreds of years.
|A great storyteller has the ability to create "caring" and "wonder" in the audience.
"Caring" is where the audience engages with the challenge within the story. "Wonder" is where the audience's mind explore the options and create feelings inside them.
The 5 Basic Blocks of Simple Story:
|Start strong with a “grabber”. A personal story the best way to start strong. It gets the audience hooked and opens their mind to your message. Give the audience a chance to see your personal connection to the topic.|
|There are 2 ways to call to action:
|Section 10: Further Resources|
|Great leaders out-read their competition. Here is my suggestion of the key books that you should read as a leader. They cover the basics of business leadership, personal leadership, employee feedback, team strategy and direction and developing the virtue of courage.|
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