It is interesting that you ask this question this way. Usually, people think about their own 100 days, but very few think about their team. Congratulations on that!
In my courses on the first 100 days of the leader, I am giving advice which is applicable both ways. So, if we take the manager perspective, here is what I would put first.
1 – Make sure your employee understand your company’s culture, organization, corporate strategy and business strategy. Studies demonstrate that it is one of the main reasons why a job transition is not optimal: the employees are not properly informed on the above and as a consequence, they lose sight with the company’s objective. Their job will make sense for them if they understand why they are asked to do it, and where their action is located in the value creation process.
2 – Employees, manager or not, are very much aware of their zone of competencies, and their zone of lacks. This is not a real threat for the 100 days, since they will be extremely cautious if you ask them something outside of their competencies zone. What is much more dangerous, is their zone of “interest” and “dis-interest” because, as human, like you or me, we all have a tendency to leave apart what is of no interest to us. This is where, as a manager, you need to understand, through open and transparent discussions, what tasks they are not interested in so that you can jointly address the issue.
3 – The first 100 days is a unique period in time which should be focused on learning more than on acting (except in emergency situations). As a manager, try to moderate the positive willingness of an employee who wants to quickly implement large magnitude changes. 100 days is not enough to fully capture the environment and the decisions could be a bit hasty.
On the other hand, welcome and celebrate the quick wins the employee will bring, notably the one which will demonstrate that he understood where you want to go, and what is the culture & strategy of the firm.
As you can see, I consider that the first 100 days success is not only the employee responsibility: the manager owns 50 % of it, if not more.
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Originally published at www.quora.com