Let’s face it, no one, regardless of how experienced or talented, is equally adept at every aspect of a job. In any case, as Immelt points out, even if you are above average across the board, no leader has the time to concentrate on every aspect of the job, especially in the earliest days of a new position. Think about where your personal involvement will yield the most leverage and where someone else might do an even better job.

Our view is that in most cases reaching out to and embracing the predecessor is the better approach. That way you can sustain a sense of continuity within the organization, instill a sense of connectivity, and learn the critical unwritten information that the previous CEO has amassed over the years.

That’s especially important when you’re succeeding a legendary leader who has built up tremendous loyalty. Having your predecessor confer his or her official blessing on you can help transfer that loyalty - or at least prevent it from turning into resentment.

Do not forget that your higher authority generally always wants things to work out just about as much as you do. If you keep at the forefront of your mind what your boss really wants from you - strong performance, loyalty, and good advice - and key off of his or her preferred work and communication style, you will maximize your chances of establishing a productive workplace relationship. If you are a CEO, the rules also apply for how you lay the groundwork for working with your board and building the relationship into a true partnership. Shaping a productive relationship with a new business partner, especially one who has the power to hire and fire you, is always a challenge.

If you are not a CEO, meet with your new boss and discuss how he or she really likes to work, establish priorities, and communicate. For example, is he more comfortable with formal written updates or more fluid progress reports. Does she prefer email or voicemail?

Communication is a central aspect of leadership and indeed all human activity. It has a magnified effect during your first hundred days. Take care to do it well and do it often, which requires active listening, tailoring communication approaches both to your natural strengths and to the situation, and giving and getting direct feedback. It will help support your strategic and cultural agenda; it will also help you avoid many of the most common pitfalls that threaten new leaders as they try to get off to the right start.