„Don’t blame the river
if you fall in “
Indian Saying

You have a new assignment, have become manager for the first time or are an experienced manager in a new business environment? Fractious team? Difficult customers?

The first 100 days determine the relationship towards your subordinates, your team’s motivation and the strategic goals. This phase is therefore essential for your long lasting success. The seeds of future success or failure are sown early, and obviously - it is worth optimizing your first 100 days. 

Some typical questions during the first 100 days:

    • How do the formal and informal communication channels function?
    • Does the product portfolio fit the customer needs?
    • What is the best way to conduct the first appraisal and annual reviews? 
    • How to handle oral agreement and promises of my predecessor?
    • Should I shape my image as a chef of high expectations or should I rather be  a good colleague in the beginning?
    • Should I make decisions or rather involve the team?
    • Should I change everything from day one - to set the tone or rather keep it calm in the beginning?

There is no pat answer to the above questions without taking the specific situation and involved persons into account. The first 100 days are essential and valuable for the new employee and the employer alike. 70% of the managers leaving within the first 100 days are leaving due to cultural and informal misunderstandings.

Coaching supports you in identifying various options and developing solutions for challenging situations. By hiring a coach you obtain an impartial opinion about your special situation. Your ability of introspection will be trained, your team perception will be examined and pitfalls will be avoided. Both coach and client set up a process of succeeding the first 100 days and intermediate checkpoints where significant events will be reviewed. Necessary amendments will be noticed and conducted early.


SinghCoaching offers:

Succeeding the first 100 days

So called transition coaching is very individual in regard to the specific case. Thus, coach and client develop a list of topics to work on. Transition coaching is strictly confidential. Arrangement of confidentiality will be signed by SinghCoaching.

Example topics of transition coaching:
  • Preparing phase: interview plan
    self analysis/ fit with conventions of the target role
  • Orientation phase:  recruit internal allies
    take control of how internal people understand what you are doing
  • Evaluation phase:  Define fields of action
    create the vision of needed change
  • Realisation phase: planning changes
    assess quality of resources, inform wider team
  • Set „checkpoints“ – regular sessions with your coach to review and update your personal plan
  • Getting “fit” for difficult personal appraisals and team reviews
  • Support to identify informal communications channels and team structures
  • „Shadowing“; based on a mutual agreement (company, manager). The coach accompanies the client during a typical workday in order to identify problematic  work habits and assumptions that impede effectiveness


more information?



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