The First 100 Days in a New Job

CareerCast - Life-long Career Development

Moving into a new position of leadership is one of the toughest challenges a businessperson can face. Nearly half of new leaders fail in their first 18 months. Often, failure is the result of crucial mistakes made in the first 100 days. In this CareerCast, executive transition expert George Bradt will share insights, proven solutions, and cutting-edge techniques for successfully transitioning into a new role—whether you are a first-time leader or seasoned professional.

Aired March 20, 2008

You’re in Charge, Now What? The 8 Point Plan, Thomas J. Neff and James M. Citrin (2007).

The New Leader’s 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, George Bradt, Jayme Check, and Jorge Pedraza (2006).

The First 90 Days in Government: Critical Success Strategies for New Public Managers at All Levels, Peter H. Daly, Michael Watkins, and Cate Reavis (2006).

Shaping the Game: The New Leader’s Guide to Effective NegotiationMichael Watkins (2006).

Six Sigma—The First 90 DaysStephen A. Zinkgraf (2006).

Right from the Start: Taking Charge in a New Leadership Role, Dan Ciampa and Michael Watkins (2005).

Your First 90 Days in a New Job (How to Make an Impact), William Robinson (2004).

The First 90 Days: Critical Success Strategies for New Leaders at All LevelsMichael Watkins (2003).

You’re in Charge ... What Now? Gerald M. Czarnecki (2003).

Execution: The Discipline of Getting Things Done, Larry Bossidy, Ram Charan, and Charles Burck (2002).

So You’re New Again: How to Succeed When You Change Jobs, Ed Holton, Sharon Naquin (2001). 

George Bradt has a unique perspective on helping leaders accelerate transitions based on his combined senior line management and consulting experience. He’s worked in sales, marketing, and general management at companies including Lever Brothers, Procter & Gamble, and Coca-Cola—literally around the world. Now he is managing director of PrimeGenesis, the executive onboarding and transition acceleration group he founded in 2002. Since then, George and PrimeGenesis have been able to reduce the risk of failure fourfold for executives they have worked with—from 40 percent to 10 percent—by helping them and their teams deliver better results faster.

George has a Harvard AB, a Wharton MBA, and dual US/European Union citizenship. He is the author of The New Leader’s 100-Day Action Plan (Wiley, 2006) and Back to School Chats: Advice from Fathers to Sons (Durban House, 2006).

George focuses exclusively on executive onboarding and transition acceleration. In general, George is appropriate only for executives with a lot of self-confidence, moving into particularly complex situations and ready to engage with George in advance of their first day on the job.

During his time with PrimeGenesis, George has served clients in a broad range of industries and functions, including CEOs, COOs, presidents, CMOs, CFOs, chief human resource officers, and division presidents at places like Ann Taylor, Cadbury Schweppes, Callaway, Elizabeth Arden, Johnson & Johnson, LexisNexis, MTV, Merrill Lynch, the Miller Brewing Company, Opus, Pepperidge Farm, Playtex, Sanofi Aventis, and Stora Enso.

Prior to starting PrimeGenesis, George worked at Lever Brothers (sales/sales management), Procter & Gamble (brand management), Kraft (marketing), Disney (marketing), Coca-Cola (marketing and general management in Europe and Asia), Guidance Solutions (CMO) and J.D. Power and Associates as chief executive of its Power Information Network spin-off.


Read an excerpt of The New Leader’s 100-Day Action Plan by George Bradt. 

Read the Excerpt