Bill CanadyCEO & Founder, The 80/20 Institute · Be a Great CEO: Learn how to Fix it, Grow it, & Sell it.

How To Survive the Hundred Day Job Interview! #jobinterview #CEO #education

21 Oct 2024 · 1 min

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1:00

In this presentation Bill Canady introduces the concept of the "100‑day job interview," framing a new CEO’s first 100 days as an extended evaluation for both the leader and the organization’s senior team. The CEO is responsible for owning the long‑term, multi‑year goal that stakeholders demand, while executive and operational leaders must own the strategy and execution vehicle that will achieve that goal. Success hinges on full commitment from those leaders to the outlined strategies. The CEO’s role is to monitor and assess that commitment, using a cadence of four key meetings within the first 100 days—by the third meeting it should be clear which leaders are fully on board and which are not. This framework provides a practical method for early detection of alignment and for establishing command and control within the initial period of a CEO’s tenure.

Chapters

I thought we'd talk today about what I like to call the 100-day job interview. As we've talked to before, you can get command and control of a company in 100 days. Whatever else this first 100 days are though, they should be considered an extended job interview for everyone involved. As we've discussed in the past, as CEO, you own the goal that was set for the 3 or 5-year plan that would deliver the results that your stakeholders need and frankly demand. You own that goal, but the organization's executive and operational leaders need to own the vehicle by which that goal will be reached. That's the strategy and how it's executed. That means that those leaders must be 100% on board with the goal and committed to the strategies laid out in those first 100 days. As CEO, your job is to monitor and assess that commitment. By the 3rd meeting of the 4 that span the first 100 days, it should become obvious who's on board and who's not.