ACTION: For each key process you’ve identified, decide who within the organization will be accountable. These people are then accountable to the head of operations.

Finding the right balance between creating a compelling picture of where you plan to lead the organization and not becoming prematurely locked into a plan of action is one of the most important ways to make the most of your first hundred days. Think not about developing your strategic plan but about crafting your strategic agenda.

One of the key talents of any leader is the ability to identify the truly critical issues and establish a short list of top priorities to keep people focused. It is important to make the complex simple. We don’t mean simplistic, but easy to comprehend and take action on.

The short-term agenda should:

• Link to your business assessment, so that people understand the rationale;

• Identify the core initiatives you intend to launch and explain why they are important;

• Address short-term issues while not detracting from the long-term directions for the organization;

• Be built as a joint effort with your team; and

• Incorporate an explicit plan to address cultural issues and barriers to change.

Don’t be a perfectionist. Not everyone has to be convinced of the advantages of your agenda. Achieving the buy-in of key influencers will provide the leverage you need. You don’t even have to make the right decisions nearly all the time. The key is to make decisions and create an environment where you can see how things work out and make course corrections as necessary. Confront your own fallibility and keep moving forward. Success is as much about taking action and recognizing your mistakes and addressing them quickly as about striving for the ideal.