Getting Past the First 90 Days

[00:00:03] Welcome to the Quick Take Podcast, the show where you get targeted advice and coaching for executives by executives. I'm Susie Tomenchok. And I'm James Capps. Give us 15 minutes and we'll give you three secrets to address the complex topic of issues that are challenging executives like you today. Hey, welcome to Quick Take. I'm Susie Tomenchok along with James Capps. How are you? We're formal today. What's that? We're formal. I'm Mr. James Capps.

[00:00:33] Oh, did you say my last name? Yeah, I said your last name. Mr. James Capps to you. For the next 30 seconds. It's Mr. Only. That's right. So I, as you know, I used to have a boss that we both know. And I remember when she came into the organization, the organization kind of did their things a certain way. And we all kind of had been there a long time. And I remember she came in really hot around wanting to really change the world and make all this and we're going to do all this great stuff.

[00:01:02] And so she, from the very beginning, like ran in and was like, this is what we're going to do. And I remember very specifically, like six months in, I remember her kind of humbly, and she wasn't very humble very often. And she was like, oh, now I understand why that's done this way. Like she had, she had missed the context of the reason why, even though it was not done exactly the right way. There was a reason why. Right.

[00:01:31] She made some good changes, but she like colored the world with one brush of we're going to change everything. Yeah, I think it's pretty common that, you know, people come in and they have that kind of attitude and they really think that they're going to be able to, you know, change the world, but don't know exactly what to do. But they gun guns a blazing. And then at the end of the day, that burns out a lot of executives. They have a plan and it doesn't work. And it just, I think that that's a really interesting conversation point.

[00:01:59] It comes from this energy of, you want to make an impact, you want to help, you want to come in and kind of let people know that you're going to have, make this positive change happen. Right. So it comes from a place of really honest, like energy, but from the inside, it feels like slow down. What are you talking about? You don't understand. It's hard. There's like this different like worldview of it.

[00:02:26] But, and it's a lot of times misunderstood, but it comes from, it's not just senior people. It's not a hubris. Oh no, it's not everybody for sure. Yeah. I think, you know, one of the things that we talk about a lot is this 90 day plan that I'm a big fan of, right? Yeah. And I always talk about how you should, as whether it's a new job or a new role or anything, look at things with a very specific 90 day plan. And I recently read some research that after a 90 day plan, there's some very specific reasons that a lot of executives actually then fail.

[00:02:56] And I think one of them, to your point is that they come to the end of, maybe they do have a 90 day plan. They get to a point like your, your, your, your previous boss got to a window where they just suddenly realize, and the research had four real reasons, but one of them is like, they are just suddenly realizing that this is a much bigger disaster than they thought. Yeah. They are overwhelmed by the reality of what they are now seeing. And so you come in guns ablaze and I'm going to do a, B and C and it's all going to be great.

[00:03:23] And then at the end of that 90 days or whatever, you're like, Holy crud. What an idiot. I thought I could fix this place. It's so interesting that you have this and you're excited. Like it, because a lot of times when you start a new role, it came because you needed a change or you had hadn't had a job for a while. And so you have this natural energy that comes to it. And then it, the rose colored glasses do have to come off at some point because at the end of the day, they do call it work for a reason.

[00:03:51] If it was easy, you know, I mean, it still has challenges to it. Yeah. But you know, one of the things that I've talked about and I've, I've shared this with other folks where I think that there's this thing I like to call a gap. And if you can maintain a gap between you and your job, you can wear those rose colored glasses longer. And let me dig into that a little bit because what I think is early in your career, so many of us make our lives, our jobs.

[00:04:20] And so our work, our coworkers are our friends, good days at work are good days at home. And you just become so ingrained in it and it's not healthy. We all know that. And that's why people stay at jobs for too long and all sorts of bad things happen. As you move down in your career. And if you move careers, you start to realize that that's not the only way to do it. You can have this gap. And what I have found is when you have that gap, you can maintain that passion and that energy more so because it isn't all in consuming.

[00:04:49] It isn't all things to you. And it changes the way that you, you look at it, look at it. And I think that your 90 day plan can have in my mind, a better sense of success because at the end of it, you won't be becoming back from a place of ignorance or silliness or denial or hubris. Because you're more objective through the entire time, I guess is my point. I can see that. And I think it comes with the reason it comes with experiences. Yeah.

[00:05:17] Sometimes when you're let go or things change and you get that dose of reality that it's like, oh, this is business. Yeah. Then you're like, oh, they don't really like me. You know, somebody. And it's so interesting. Somebody was just recently let go. That was talking to me. And she's like, wow, this was such a wake up call for me because I thought they really cared about me. And I thought that's so interesting. Yeah. And she is very young in her career. And I was like, oh, boy, that is. So you're right. I like that separation.

[00:05:46] I like that idea of zooming out and being and making a concerted effort to be like, this is work and this is business and this is personal. Right. And being able to do that because then you can have that objectivity. Yeah. And I think that when you look at, you know, those four things, I have that article in front of the research in front of me, the four things that CEOs struggled after their first 90 days were due to hubris, being overwhelmed, exhaustion and boredom, which I thought was so interesting. Where it's the exact opposite of that.

[00:06:15] They thought that this project or this thing was going to be really challenging. And they realized, oh, my gosh, this is a silly little petulant bunch of people or I could do this job in my sleep. Any number of things. But what I thought it was so interesting that so many executives found that to be their undoing after 90 days. Yeah. It's so interesting because I also think when people are new and they're showing their best stuff and they have a lot of energy, that also wanes.

[00:06:45] And so that affects how that leader feels because at first that energy is really manifested through the overall group, the newness of that new container of people. Yeah, I was actually I was working talking to a new potential client today about a leader that they had to exit after a short period of time.

[00:07:09] And and they were talking about the the way that that leader was perceived early on and then later on how it changed so radically. And we spent a lot of time talking about how they could have been so wrong. And I had just read this article and talked about it. I think it was part of that work that it wasn't necessarily their miss their failing, but it was really that that new leader had come in with so much energy and optimism and whatever. And I feel like after that, this individual was in that role for longer than 90 days.

[00:07:37] And I feel like the newness had worn off. And after the 90 days, they started that that individual behaved differently. And that's when the wheels came off the wagon. It's so interesting. I just actually read an article, too, about introverts versus extroverts in terms of leadership. And they they they say that introverts are. But extroverts are really good at selling themselves because they have this energy and infectiousness when they come in.

[00:08:02] And so I wonder, too, if how you show up at the beginning, but then being able to sustain that long term because you're like yes to everything. Yeah, I can see a situation in where, you know, you you get the job and then you just want to be the thing they want you to be versus the thing you are. I think that's something that over the last couple of engagements I've had, a couple of my my colleagues that we talk about. It's like, look, this is who I am and I am bringing me to the table.

[00:08:32] And if I'm not a fit, that's fine. But it makes my job a whole lot easier because all I have to do is do who I am. And so if you are trying to be something you're not, it's exhausting. You know, that's certainly a luxury I have at this point in my career. Am I still trying to grow? Absolutely. Am I still am I a work in progress? 100 percent. But I'm not trying to be a pharmacist. Yeah.

[00:08:56] Well, when I think about this whole concept and I think back on what would I I learned a lot from that leader when she said that, like that aha for me that she had was really earlier in my career. And so I'll I never forget that. Right. And so it's it's really colored how I look at different new situations.

[00:09:14] And it made me realize that when I go into a new organization and I'm working with them that don't Susie, even though you're an executive coach and you know leadership and you've seen it, don't assume you know that that applies here. Or the thing that I also notice about myself is when I assume that people need this perspective. And sometimes I need to listen to them to be able to meet them where they are. Sure.

[00:09:44] And so I think a new that the newness of going into if I was going to give advice to an executive at that or anybody that's going into a new role, be aware of the fact that after this time period, it is going to go kind of in business as usual. And that might feel different to you as a as a leader, like the energy level or the newness. And you need to adjust to that and just know that's going to happen. It's an evolution of a role.

[00:10:14] Sure. No. And I think it's I think the unfortunate thing is some people come in with a certain perspective, a certain way of doing thinking it's going to go a certain way. And that's where I think they get to that point you're describing and they're exhausted. I've made this joke numerous times, I think, on the show where, you know, my standard 30, 60, 90 day plan, my first 30 days is do nothing. And I put a sticky on my monitor that says don't do it because, you know, I feel like I'm there for two weeks and I know what to do. And so I'm going to just go for it.

[00:10:44] And and and that's always a mistake. Yeah. I always come in and you feel like you see it for what it is. That particular leader, she she thought she knew on day two or date before she even got there what needed to be done. And and you've got to have a little bit of perspective.

[00:10:59] And so reading that your average executive after 90 days, that the ones that fail, fail because of exhaustion, it doesn't surprise me because they are they're fighting an uphill battle, you know, from day zero on a hill. They didn't even know they were going to need to fight on. You know, it reminds me of is when I went to Harvard for a negotiation class and they had us go into scenarios. When you go to Harvard, that's how you do is scenarios with strangers.

[00:11:27] And you're just like, oh, I don't want to do another one. I remember one of them. They said, OK, when you have a deal. Keep talking for 20 more minutes and see what else you can unveil. And I was like, I'm not going to do that. That's so wild. But we did it. We did a deal and then we stayed in it for 20 more minutes. By just kind of unlocking that. And it reminds me of what you just said is just when you think that, you know, it all. Stay in it for 20 more minutes.

[00:11:56] Stay in it for one more week because don't assume you do. Yeah. Yeah. I think the thing that comes to mind is that that we are pattern matching creatures. Yeah. And our brains are just pattern matchers. That's what we look for. We look for patterns and that's how we respond. And newsflash, that's all AI is. It's, you know, pattern matching at light speed. But and so we find and we think we have matched the pattern. Yeah. Right. So you're two weeks in. You're like, I've seen this movie. I know exactly how it ends.

[00:12:26] This guy is a lazy SOB. She doesn't know what she's talking about. And if I do this and I will win. And then that's not what's going on at all. And so, yes, I love that. That, you know, sit in it for another 20. That should be a T-shirt for all new executives. And we'll put no units on the 20, just whatever it is for 20 more. But it is. That's I think that's good advice. All right. So the things that you taught me today is the first one was have a separation between your work and life.

[00:12:55] Like really think about those as two different things. So you can zoom in and out and that allows you to be more objective and then sit in it. Just when you think you know it all, that moment, give yourself another 20 minutes, a.k.a. another week. Any tip that you want to take out of it before we go? No, I think the key to this one is, you know, remember that a lot of people fail after the 90 days or after that initial period of time, that honeymoon period.

[00:13:24] And it is avoidable. I think you need to go in it with open eyes and know that many people fail and you don't have to be one of those failures. Think it through. Use the skills that you have and be smart about it and realize that it's kind of like planning for a wedding. You get ready for the wedding and then you get married. Well, shoot, you didn't get ready for the rest of it. Right. You spent all the time on the wedding. That first 90 days is huge. But the next four years is just as important. And that's a different battle altogether. Yep. Good one.

[00:13:54] Hey, we'd love to hear your comments. So make sure if this is something that you've learned a lesson through, we'd love to hear about it. Absolutely. Thanks, James. Take care. So, James, what's the best advice you've ever received and who gave it to you? Best advice we've ever received? That's a tough one on the spot.

[00:14:17] I think maybe, you know, one piece of advice that has stuck with me, and I do remember saying it to my kids while they were growing up, and it didn't really resonate much back then, but it has more so now, was that you are the average or the sum of the five people you spend most time with. Oh, yeah.

[00:14:40] And I think that, you know, when you've got young kids, I have two boys, and invariably, they would be hanging out with somebody that was less than met my criteria or whatever. I think I made that point pretty clearly there. Trying to say, you know, you are the people you hang out with really matters when you're 12. But it matters when you're an executive or when you're a coach or a board member.

[00:15:08] You know, you are the people you either spend time with or seen spending time with. And I think that is something that I have constantly felt was a great piece of advice and something that I try to remember often. I love how you just said at the end of that, it's not just what it does for you and the way you think, but also the perception of you. It's huge.

[00:15:33] I often remember I worked for a manager, a very senior person who I was not reporting to that person in particular, but under several layers. But when that person would be down or would be at lunch, they wouldn't spend time with the other executives. They'd spend time with, you know, the individual contributors. And at the time, I thought that was cool that that person was a man of the people.

[00:15:56] But over time, I started to wonder whether or not that person actually was a leader or was he would just had stumbled into that role. And it was a duality of perspective. But the reality is, is that who he spent time with was affecting my perception. And so it was a real lesson and real-time lesson that I learned. Yeah, I love that.

[00:16:22] Thanks for listening to this week's episode of Quick Take, where we talk about the questions that are on the minds of executives everywhere. Connect with us and share what's on your mind. You can find us on LinkedIn, YouTube, or whatever nerdy place on the internet you find your podcasts. All the links you really need are in the show notes.