Hearts & Minds: Beware the tyranny of the first 100 days

Everywhere, the talk is of Donald Trump’s ‘first 100 days’. It is not a timeframe reserved for incoming political leaders. Often, the early test for a new CEO is what they have achieved in their first 100 days. Sometimes, the deadline is of their choosing; others it’s used by the markets or press to make a call on how they’re doing.

Is it, though, such a good idea? Any newly appointed chief likes to be seen to be making a difference. It may have been why they got the job and depending on the state of the company there may be little time - investors, stakeholders, they are all champing for change. The boss may be the sort as well who is naturally impatient, bristling with energy, someone permanently in a hurry.

Be careful. Stating from the off that reform will come within the first three months, which is pretty much 100 days, is dangerous. It really is not long.

Fair enough, if they’ve played themselves in, spent a decent period prior to their formal arrival touring the business, listening to employees, shareholders, customers, business partners. They have got to know the workings and gain an understanding of how everything fits, or not. A plan is devised and when they take over, it is refined, presented and implementation may begin.

But to parachute in, set a target of 100 days or allow it to gain traction in the media or markets, that is foolhardy. Corporate history is littered with examples of fanfares for a successor who promised fireworks that turned out to be a few sparklers and nothing more.

It is worth remembering in the present context that politicians are not corporate managers. The former are elected on the back of a stream of promises. Usually, those pledges will have been subjected to analysis and scrutiny during the campaign. The measures are expected. Depending on what they are and the level of opposition they may be able to execute them instantly.

No, sensible CEO’s must move with purpose and clarity, set a course and stick to it. Not too slow but not too fast either. One false step and they will be panned - politicians can reverse and make U-turns, CEOs cannot. Nor can they simply sign an Executive Order or two or three. For them, flourishing a pen and then heading to the golf course is not an option.

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.