Title

As the new coalition government takes shape, all eyes are focused on the prime minister, his deputy and the new crop of ministers. Whatever your political beliefs, no-one would envy them the task of dealing with a financial deficit of epic proportions. Everyone wants to know how much David Cameron will be able to achieve in his first 100 days. US president Franklin D Roosevelt was the first politician to be judged on his first 100 days in office as he sought to drag the US out of depression in the 1930s. It has since become a milestone against which all politicians and senior managers are judged. The subtext is: OK, the honeymoon is over. You've seen what you've inherited, now what the hell are you going to do about it? Our advice to anyone new in a role, whether politician or officer, permanent or interim, is to always have a plan for the first 100 days, and to use this period wisely. There is a balance between listening and doing. Too much listening and reflecting can give the impression at the end of three months that you're not able to take decisive steps. But immediate action based on limited organisational knowledge can backfire, so make sure you've got the evidence to back you up. Quick-wins are essential to build confidence that you've got the right approach. Your perspective on the new organisation will never be fresher than it is in those first 100 days, so use this to your advantage. And remember that tough decisions are often best taken early before you are constrained by being drawn into the complexities of the organisation. And if all else fails, there's always the story of the three envelopes. A new minister arrives at the department and discovers that his predecessor has left him a note. ‘Good luck', it says. ‘You'll need it. In the desk drawer I've left you three envelopes. Only use them in extreme circumstances and in the order in which they are numbered.' The new minister has only been in post for a few weeks when a major problem erupts. He opens the first envelope to read a note that says: ‘Blame your predecessor.' Great, he thinks, that's got me off the hook. Six months later he's facing a barrage of criticism for his department's performance. He decides to open the second envelope, and the note says: ‘Reorganise.' Brilliant idea, he thinks. The reorganisation begins, and then one day a major media story breaks about another very public example of departmental incompetence. He decides to open the third envelope, and the note says: ‘Prepare three envelopes...' Carol Grant is a communications specialist. She is part of the team which has just set up specialist recruitment agency Public Select. Log on to www.publicselect.com

Title

WHITEHALL

The test of 100 days

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