Yesterday, January 20, was a significant day in American History, regardless of your politics or political affiliations. The 20th amendment to the Constitution specifies that the term of each
elected President of the United States begins at noon on January 20 of the year following the election. Each president must take the oath of office before assuming the duties of the Presidency.
On April 30, 1789, George Washington took the oath of office in New York City. Later, he said of this new presidential role, “I walk on untrodden ground.” Inauguration Day began with the sounds of ceremonial artillery and church bells ringing across New York City, our nation’s first capital. At noon, Washington made his way through large crowds to Federal Hall where both houses of Congress were assembled. On the second-floor balcony, facing the street, he was administered the oath of office by Robert R. Livingston, the Chancellor of New York, and officially became the first president of the United States.
In 1801, Thomas Jefferson was the first to be sworn in as president in Washington, D.C., the location chosen for the permanent capital.
Constitutional guidelines for inaugurations are sparse, offering only the date and the words of the oath. All else is driven by tradition. After the oath is administered, the president gives an address, usually one stressing national unity.
More than a celebration of one person’s rise to power, modern inaugurations validate the republic’s democratic processes. Modern inaugural festivities reflect not only the president they honor but also the desire of many Americans to celebrate our nation’s rich history and the transfer of presidential power.
Another tradition I would like to point out is the First 100 days in office and their planned accomplishments. So where did this come from and why do we still talk about it?
It came from the presidency of Franklin D. Roosevelt. Elected during a great depression, Roosevelt kept out of the fray during the long transition period between Election Day 1932 and Inauguration Day on March 4, 1933. Thus, he successfully orchestrated a complete break from the past and a new start with the American people.
Ever since, presidents have been evaluated for their performance in the First 100 days.
This approach and tradition of the First 100 days is one I embrace and utilize and one I would recommend to all of you.
The New Year is a new beginning, at times it is the beginning of a new assignment, a new responsibility, a new role, a promotion, and additional responsibility. Whether this is your new beginning for 2025 or your current responsibility, or new events, the approach is the same.
Your approach should start with a 100-day plan and an understanding of your process and approach to execution in the First 100 days. In this newsletter, I would like to talk about your approach to executing the 100-Day plan you built during the last weeks of 2024, or you built leading up to your new assignment.
Here are things to consider in your approach as you execute in your First 100 days:
1. Accept your role and all that comes with it.
2. Set clear boundaries for all to follow and understand.
3. Communicate effectively with everyone you lead, engage with, and interact with.
4. Take action to get the results you want and need.
You are a role model, and everything you do speaks. Your success will be reflected in your attitude, your approach, and most importantly, in your behavior. You can never lose sight that you:
* Are the brand ambassador for the organizations, and your brand speaks.
* You get your results through others.
* You confer with your partners, and teammates in other departments such as legal, finance, H.R., and those you work with on a regular basis.
* You need to become familiar with company policies, procedures, protocols, and regulations, which will protect your people, your company, and your reputation.
* Become a learning machine and lead by example your desire to be The Best, The Brightest, Most Informed and Best educated person and team in the industry.
As brand ambassador, welcome all new people, sit down with them, and review the mission and values of the organization. Without a road map and a clear understanding of the “Rules of the Road,” it can be much harder for the new members of the team and organization to get what they need, where they need to go, and where you want them to go. It is important for you to understand your expectations so you can translate these expectations to them to make sure they also understand what is expected of them.
The art of communication is the language of leadership. Here are some of the key words in your leadership language:
* Inform people of the things they need to do and know how to do them to be successful
* Instruct and teach them on what to do and how to do it
* Learn what your people, customers, and other departments need
* Clarify expectations, roles, and responsibilities along with time periods
* Coach to help them learn, improve, and grow
* Motivate your team to higher levels of performance and growth
* Receive and understand feedback, input, questions, and concerns
* Correct performance and behavior problems and issues. Do not silently sanction bad behavior
* Command and reinforce good behaviors and outcomes by your people
* Remember, you get what you inspect and incent
Finally, as exciting as new beginnings are, they also can bring anxiety with them. You are not alone; as they say, “been there, done that and felt that.” The best medicine is to act in an organized and processed approach. You cannot build your reputation on what you intend to do.
Analyze the issue and situation, collect and consider all data and facts if you are veering off your plan. Consult with others and collect input from those you may be impacting and at all levels look at your results from their widest consequences.
Tailor a strategy that is written so that it can be distributed both verbally and consistently to all that need to understand and embrace it. Implement your strategy and plan through your
initiatives and the actions you have identified. Be prepared to walk the talk. You will need to coordinate and oversee the plan as it is being implemented.
Your ability to communicate and educate everyone on the strategy and plan will be measured by the results and the amount of micromanagement you must do. Less micromanagement equals a great job of communication and education and good results in your First 100 days and beyond.
Finally, set up a robust monitoring process, which will also help to complement the good results, reposition when off course and enforce the good behaviors you want your people to understand and embrace. Navigate through the necessary adjustments, address obstacles, and seize opportunities because everyone is operating as a cohesive team.
Traditions hold significant value by providing a sense of identity, stability, belonging, and fostering your leadership approach. The 100 Day plan and the execution in your First 100 Days is a valued tradition to embrace.
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