The Covid-19 pandemic has disrupted and rearranged the workplace with breathtaking speed. In the span of a week, organizations across every sector have sent millions of employees to work remotely with the lockdown restriction. Without warning — and in many cases, without preparation of any kind — managers have been thrust into the position of leading virtual teams, many for the first time. It’s challenging enough to manage yourself in quarantine without face-to-face human interaction and the structure of a typical workday. Now add to that the task of managing a team under those conditions, especially when we’ve never done it before. It’s daunting. Onboarding a new leader remotely requires careful planning. While joining a new company or team is like to an organ transplant—and you are the new organ. If you are not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected. Pressurized conditions, heightened uncertainty, and an overall sense of dislocation make it even more difficult. This slide offers the strategies on how to adopt the First 90 days strategies into a remote working in VUCA environment.

1. Adopt the
First 90 days
Strategies
By MC Gan 7September 2021

2. Your transition begins the moment you learn you’re being considered
for a newposition, and it ends about 90days after you begin the job.
At the 90-day mark, key people in the organization —your bosses,
peers , direct reports and stakeholders —expect you to be making an
impact.

3. Howdo you prepare to take
up the newroles?
Your Mindset
Accelerate a structured
learning process in VUCA world
Match the strategy to
situation
Negotiate success
Secure early wins
Achieve alignment
Build a team
Create collaboration and
promote visibility culture

4. 1
Your Mindset
It means mentally preparing yourself to
move into your newrole by putting the
past behind you and getting a running
start by working hard to learn all you
can about your newposition.
A NewJob Requires
A NewApproach

5. 2
Accelerate A
Structured Learning Process
The starting point is to define your learning agenda, ideally
before you even formally enter the organization. Once you
have an idea of what you need to learn and where to seek it,
the next step isto understand the best way to learn.
Defining Your Learning Agenda
Adopting Structured Learning Methods

6. 3
Match the strategy to situation
Matching your strategy to your situation requires diagnosing
the business situation carefully. Only after you’ve diagnosed the
situation can you act wisely about the challenges of your new
job and the opportunities and resources available to you.
Diagnose Business Situation
Focus on Your Energy

7. 4
Negotiate success
Engaging with your manager to shape the game so you have a
good chance of achieving your goals. Negotiate with your
manager to establish realistic expectations, reach mutual
agreement on the situation, and secure sufficient resources and
capacitysupport to get jobsdone.
Focus on value
Think and work holistically

8. 5
Secure Early Wins
By the end of your transition, you want your manager, your peers,
direct reports, stakeholders to feel that something new and good
is happening. Early wins excite and energize people, build your
credibility, and quickly create and deliver value for your
organization. It’s crucial to get early wins with integrity.
Create Momentum
Building Credibility

9. 6
Achieve Alignment
Think and workholistically is the keyto fuel the alignment
process. If strategy, structure, systems, skills and culture are
within your purviewin your newposition, you need to begin to
analyze the architecture of your organization and assess
alignment among these key elements.
Becoming a culture architect

10. Build a Team
Remote workhas dramatically shifted not only howweget work
done, but also howwestay connected to each other. Cultivate the
newwayto build a team and manage the team while social
distancing. Leadership involves the ability to influence, motivate
and support people in their work.
Facilitate virtual team-building
Assign a virtual-onboarding buddy
Mentor and Mentee relationship
7

11. 8
Collaboration and
Promote Visibility
If your success depends on the support of people outside your
direct line of command, it’s important to create collaboration and
promote visibility to get things done. The concepts of command
and control on the one hand and benevolent paternalism on the
other are dying an ignominious death. “Influence networks”—
informal bonds among people —can help you generate support
for your ideas and goal.
Build stakeholder
engagement plan

12. • 90DayActionPlan
• Build a structured learning process
• Stakeholders Engagement Plan
• Consider seeking a Coach, Mentor or Buddy
• Engage into the virtual team-building activities
First 90Days GuidancePrinciples

13. Thank you