What should managers look for in the first 100 days of an employee's new role? originally appeared on Quora: the place to gain and share knowledge, empowering people to learn from others and better understand the world.

Answer by Nicolas Lemoine, Executive VP, HEC Paris Business School, Custom Programs, on Quora:

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 for that!

In my courses on the first 100 days of being the leader, I am giving advice that is applicable both ways. So, if we take the manager's perspective, here is what I would put first:

1 - Make sure your employee understands 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 of 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 competency zone. What is much more dangerous is their zone of "interest" and "disinterest" because as humans we all have a tendency to discard 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 that 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 that will demonstrate that she understood where you wanted to go, and what the culture & strategy of the firm is.

As you can see, I believe that the first 100 days' success is not only the employee's responsibility; the manager owns 50% of it, if not more.

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