The First Hundred Days

This workshop will offer new managers an opportunity to reflect on the requirements and value-added of their new roles, adopt key skills and strategies and develop a plan to succeed in their first 100 days.

This opportunity to reflect, equip and plan would be adopted to the challenges and opportunities of the recent cultural transitions, such as the re-organization, limited vertical career advancement, unionized environment and the New Law Practice Model.

Six months after the one day workshop, participants would have an opportunity to measure the transfer of learning to the workplace, agree on the challenges they are facing, adopt the skills and strategies required at that moment and develop a plan to further align to their leadership visions and ensure momentum of initiatives undertaken.


Participants in this workshop will:

  • Develop a plan to achieve their vision of the first 100 days of their new position.
  • Adopt skills strategies and a plan to manage the transition from their preview role in the organization to the new management role.
  • Explore how to build alliances and a network to contribute to their success.
  • Address the most important challenges of their management/leadership position.


New managers in this workshop will:

  • Explore the context of their new requirements and environment; including expectations of their bosses and other stakeholders, unionized environment, organizational mix, etc.
  • Clarify the nature of their new role, develop a personal leadership vision.
  • Explore best practices of moving to management.
  • Develop an action plan to manage their personal transition to the role of manager based on a reflection of endings, neutral zone and new beginnings:
  • Clarify what is ending (how to leave it behind) and what is continuing in their new reality.
  • Plan to manage the ambiguity and confusion of the neutral zone by developing a sense of control, understanding, support and purpose.  (This plan will be adapted to the special perception and needs of each personality preference group.)
  • Clarify new beginnings on a personal and professional level to serve as a compass as they go forward.
  • Explore the meaning of empowerment and self-fulfilling prophecies, as well as the need to set up guidelines, structures and systems.
  • Adopt a “dashboard” of Key Performance Indicators to stay aligned.

The workshop could also include one or more of the following tools (to be identified by the Justice Canada project authority):

  • Managing self and satisfaction in the workplace, including a self-evaluation of how they may be unintentionally bringing stress to their employees.
  • Decision- making for self and in groups.
  • Coaching (a model for coaching and counselling).
  • Career management.
  • Stress management in four dimensions of their lives-work, personal, couple, family and an inventory of resources to cope.
  • Proactivity, prioritization and time management.
  • State, expectations and self-fulfilling prophecies.
  • Adapting leadership style to follower readiness.

Possible films to use:

Possible self-evaluations to use:


Participants would prepare for the workshop by reading a few articles on the role of manager and transitions; as well as completing a pre-workshop questionnaire about the challenges they are facing and what they want to achieve.

This not only allows the facilitator to tailor the workshop to the needs of individuals in the room, but also engage the learning process before they arrive.






Two questionnaires will be administered to identify:

  • The success of the transfer of learning to the workplace; and
  • The challenges they face in their management leadership roles.


Participants in this follow-up workshop will:

  • Share best practices and challenges in their work environments.
  • Review their leadership visions and plans in order to adapt to the changing realities:  alignment, momentum, motivation.
  • Explore and adopt the skills and strategies identifies in the pre-workshop questionnaire.
  • Explore how they can be more strategic managers and take their place as influential members of the management team.