Why the First 111 Days Matter

That shiny new promotion comes with a certain amount of personal risk.

Most companies select people for a role based on their past performance in a previous position. This method assumes that they naturally know how to handle the responsibilities of the role and lead effectively. Given that good management is critical to success, organizations are essentially leaving things to chance.

Newly appointed managers are expected to adapt to their positions quickly. Left to figure things out on their own, some begin to feel hopeless, and their confidence takes a hit. If the previous manager left without a proper handover, the challenge becomes even greater.

The likely scenario is this:

The manager sits at their new desk, filled with excitement and pride—only to realize that not everyone shares their enthusiasm. If the predecessor was a well-liked leader, gaining acceptance becomes even harder. The most talented and accomplished team member may feel wronged for not having been promoted themselves, and is likely already updating their résumé. Then there are the eager-to-please individuals whose intentions need to be assessed carefully.

Relationship management is critical during this period. And it’s not just about managing direct reports—stakeholders in every direction matter: subordinates, superiors, peers, customers, even competitors. During this time, knowing when to speak and when to listen can be more valuable than talking. Listening not only facilitates gathering information but can also prevent premature remarks or missteps.

Moreover, good listeners often appear more intelligent and charismatic. That said, even when managers have the intention to listen, they sometimes fail to ask the right questions to elicit useful information—or they listen so much that they become the go-to person for everyone’s problems.

The role itself carries inherent authority, but appearing overly authoritarian can be off-putting. This is especially challenging when there are friends among the subordinates. Confident body language is key here—authority should be reflected in posture, not in harsh words.

How a manager presents themselves in the early days is closely observed. A genuine smile is positive, but a forced smile can look insincere—and unfortunately, this mistake is common. Smiling without undermining authority, greeting with a nod or a verbal hello, makes a difference. Managers need a neutral party to act as a mirror and provide honest feedback on these aspects.

Not too angry, not too cheerful; not too cold, not overly self-sacrificing—the key, as in many areas, is balance. We’re all human; sometimes we get frustrated, our voices may rise—but unfortunately, that’s what tends to be remembered, so it’s important to stay mindful of our behavior.

For everyone involved, this is a new situation—there’s uncertainty and a need for time, but above all, for effort.

Amid all these efforts, there is also the workload that comes with the new role. Since the manager was promoted for excelling at a previous responsibility, they may tend to gravitate back to that familiar work. This can lead to micromanagement at times and difficulty delegating tasks at others.

E&E Group supports managers at every level through this challenging transition with the First 111 Days Coaching Program, guiding them in the early months, preparing them for their new roles, and helping them develop short-, medium-, and long-term plans.

Through this coaching program, managers have the opportunity to adapt to their mission and role during the change process, integrate with their new teams, and maintain performance.

Some companies assume that new managers will simply “learn as they go” and eventually perform well. However, mistakes made in the early stages, declining morale among managers and their teams, and the resulting drop in productivity can ultimately lead to both managers and employees leaving—creating a high cost for the organization.

Forty percent of new managers fail within the first 18 months of taking on a new role.

Çiğdem Karadeniz PCC, CPCC, ORSC / Career Coach