Pressler recognized that it would be premature in the first hundred days to develop a comprehensive strategic plan - and even if he did, it might be wrong. But he knew that in an organization of 165,000 employees, he needed to find a way to set a direction and motivate the people.

Pressler felt many pressures, both from within the company and externally, to make changes fast, to be decisive, and to set bold visions. But he recognized that these were seductive traps. He did not allow himself to be portrayed as a savior, he most certainly did not attempt to be a know-it-all, and he made sure to keep open to the torrent of data and information that flows into any leader when they start a new role. He remains steadfast to his agenda of listening and learning, working with his management team, spending time on the sales floor and in the stockrooms at various company stores, and describing the discoveries, thoughts, and ideas to the management team and the company’s employees at large.

During our research, we asked leaders which actions they rated are the most important for getting off to the right start. Topping the list were five items:

1. Absorb information.

2. Define the company’s challenges.

3. Establish credibility and win employees’ trust.

4. Access the senior management team.

5. Prepare yourself emotionally.

Eckert adds, “As the new guy, I realized that every first encounter with a Mattel employee had the potential to be fraught with tension, and I felt it was my responsibility to do everything possible to reduce it. Surprisingly, I found that in each situation, recognizing my own lack of knowledge about the company’s people and culture - in effect, allowing the employees to be the ‘boss’ in certain situations - actually helped me lead.

As you involve more and more people in the change process, you may feel as if you’re treading water. This feeling comes from having to introduce and convince each new wave of people as your changes percolate down through the organization. During your first year there will never be a time when your strategic agenda isn’t being criticized, questioned, and debated. Be patient, and remember that the new converts will need the same time that you and others did to get it.