FAQs

Who hires First100, individual executives or companies? Who pays?

The short answer is: both. Organisations hire us when they want to support their new senior leaders, and individuals hire us when the are starting a new leadership role and want a "secret weapon" to help them make an impact.

When we are hired by an organisation the budget can be the HR/ Training & Development budget or the executive's own business unit budget.

Whether you are interested in our services for personal use or for your business, we can help you build a powerful case to secure that budget.

How much do First100 services cost?

It depends on what service you need and at what level. Our costs vary by service and the volume opportunity.

Who are First100?

First100 are a global team of coaching consultants that work with organisations and their senior executives in the First 100 Days of a new role appointment.  We work with external hires, internal promotions, ex-pat rotations, maternity returners and other role transitions in the First 100 Days. We believe having a successful First 100 Days will make or break you.

Why choose First100?

Since 2004, First100 has emerged as the global leading specialists on leadership performance acceleration in the First 100 Days. Our client track record includes working with leaders from telecommunications (e.g. BT, Telefonica 02, Vodafone, Eircom), pharmaceuticals (e.g. Boston Scientific, Teva), consultancies (e.g. Accenture, Oliver Wyman), technology (e.g. AppSense, Microsoft, McAfee, Lionbridge), financial services (e.g. Barclays, Sunlife), energy (e.g. BP), FMCG (e.g. John West, Nestle) and many more. Our clients consistently offer two words, 'useful' and 'insightful', to describe the First100 approach.

It is a unique methodology focused on real ROI.

What is First100assist™?

First100assist™ is a new framework and methodology, designed in house by the founder of First100 and refined over years of experience working with senior leaders in their First 100 Days. The approach is outcome driven and highly structured. We take in to account your whole system; you as leader, your role, your organization and the market. It centers around the development of a 100 day plan and is surrounded by what we call 'performance accelerators'.

What is a First 100 Days Plan?

A First 100 Days plan sets out what you want to have achieved by the end of the First 100 Days. It is not a set of themes or a list of things to do in the First 100 Days. The plan needs to be structured and strategic, containing parallel activities and desired outcomes to be progressed in this critical time period helping you accelerate your role performance.

Does First100 work with executives beyond the First 100 Days?

Yes. First100 also work with companies and their senior executives beyond the First 100 Days to further accelerate performance. In our experience, there are typically two key moments of judgement of the newly appointed executive:

  • The end of the First 100 Days
  • The end of the first 12 months

The First 100 Days can be viewed as a 'sprint' and the following 9 months a 'marathon' to take you successfully to the end of your first year. In order to maintain the success of your First 100 Days, you need to pay specific attention to how you are viewed at the end of your first 12 months in a role.

What do you mean by performance acceleration?

We mean reduces the time it takes to deliver your objectives in your leadership role thus resulting in early wins and a real return for the business.

What are the key transition challenges in new role appointments?

There is a list of common challenges inherent in every transition that will affect the newly appointed executive:

  • Time pressures and intense learning curve
  • Being overwhelmed with immediate 'fire-fighting' and task-driven priorities
  • Need to invest energy in building new networks and forging new stakeholder relationships
  • Dealing with legacy issues from the predecessor
  • Challenges on inheriting or building a team and having to make tough personnel decisions
  • For external hires, a lack of experience of new company culture may lead to inadvertent gaffes and early political blunders- all of which can take time to recover from
  • Getting the balance right between moving too fast and moving too slowly.

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