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How To Write the Management Section of a Business Plan

Susan Ward wrote about small businesses for The Balance for 18 years. She has run an IT consulting firm and designed and presented courses on how to promote small businesses.

Ownership Structure

Internal management team, external management resources, human resources, frequently asked questions (faqs).

When developing a business plan , the 'management section' describes your management team, staff, resources, and how your business ownership is structured. This section should not only describe who's on your management team but how each person's skill set will contribute to your bottom line. In this article, we will detail exactly how to compose and best highlight your management team.

Key Takeaways

• The management section of a business plan helps show how your management team and company are structured.
• The first section shows the ownership structure, which might be a sole proprietorship, partnership, or corporation.
• The internal management section shows the department heads, including sales, marketing, administration, and production.
• The external management resources help back up your internal management and include an advisory board and consultants.
• The human resources section contains staffing requirements—part-time or full-time—skills needed for employees and the costs.

This section outlines the legal structure of your business. It may only be a single sentence if your business is a sole proprietorship. If your business is a partnership or a corporation, it can be longer. You want to be sure you explain who holds what percentage of ownership in the company.

The internal management section should describe the business management categories relevant to your business, identify who will have responsibility for each category, and then include a short profile highlighting each person's skills.

The primary business categories of sales, marketing , administration, and production usually work for many small businesses. If your business has employees, you will also need a human resources section. You may also find that your company needs additional management categories to fit your unique circumstances.

It's not necessary to have a different person in charge of each category; some key management people often fill more than one role. Identify the key managers in your business and explain what functions and experience each team member will serve. You may wish to present this as an organizational chart in your business plan, although the list format is also appropriate.

Along with this section, you should include the complete resumés of each management team member (including your own). Follow this with an explanation of how each member will be compensated and their benefits package, and describe any profit-sharing plans that may apply.

If there are any contracts that relate directly to your management team members, such as work contracts or non-competition agreements, you should include them in an Appendix to your business plan.

While external management resources are often overlooked when writing a business plan , using these resources effectively can make the difference between the success or failure of your managers. Think of these external resources as your internal management team's backup. They give your business credibility and an additional pool of expertise.

Advisory Board

An Advisory Board can increase consumer and investor confidence, attract talented employees by showing a commitment to company growth and bring a diversity of contributions. If you choose to have an Advisory Board , list all the board members in this section, and include a bio and all relevant specializations. If you choose your board members carefully, the group can compensate for the niche forms of expertise that your internal managers lack.

When selecting your board members, look for people who are genuinely interested in seeing your business do well and have the patience and time to provide sound advice.

Recently retired executives or managers, other successful entrepreneurs, and/or vendors would be good choices for an Advisory Board.

Professional Services

Professional Services should also be highlighted in the external management resources section. Describe all the external professional advisors that your business will use, such as accountants, bankers, lawyers, IT consultants, business consultants, and/or business coaches. These professionals provide a web of advice and support outside your internal management team that can be invaluable in making management decisions and your new business a success .

The last point you should address in the management section of your business plan is your human resources needs. The trick to writing about human resources is to be specific. To simply write, "We'll need more people once we get up and running," isn't sufficient. Follow this list:

• Detail how many employees your business will need at each stage and what they will cost.
• Describe exactly how your business's human resources needs can be met. Will it be best to have employees, or should you operate with contract workers or freelancers ? Do you need full-time or part-time staff or a mix of both?
• Outline your staffing requirements, including a description of the specific skills that the people working for you will need to possess.
• Calculate your labor costs. Decide the number of employees you will need and how many customers each employee can serve. For example, if it takes one employee to serve 150 customers, and you forecast 1,500 customers in your first year, your business will need 10 employees.
• Determine how much each employee will receive and total the salary cost for all your employees.
• Add to this the cost of  Workers' Compensation Insurance  (mandatory for most businesses) and the cost of any other employee benefits, such as company-sponsored medical and dental plans.

After you've listed the points above, describe how you will find the staff your business needs and how you will train them. Your description of staff recruitment should explain whether or not sufficient local labor is available and how you will recruit staff.

When you're writing about staff training, you'll want to include as many specifics as possible. What specific training will your staff undergo? What ongoing training opportunities will you provide your employees?

Even if the plan for your business is to start as a sole proprietorship, you should include a section on potential human resources demands as a way to demonstrate that you've thought about the staffing your business may require as it grows.

Business plans are about the future and the hypothetical challenges and successes that await. It's worth visualizing and documenting the details of your business so that the materials and network around your dream can begin to take shape.

What is the management section of a business plan?

The 'management section' describes your management team, staff, resources, and how your business ownership is structured.

What are the 5 sections of a business plan?

A business plan provides a road map showing your company's goals and how you'll achieve them. The five sections of a business plan are as follows:

• The  market analysis  outlines the demand for your product or service.
• The  competitive analysis  section shows your competition's strengths and weaknesses and your strategy for gaining market share.
• The management plan outlines your ownership structure, the management team, and staffing requirements.
• The  operating plan  details your business location and the facilities, equipment, and supplies needed to operate.
• The  financial plan  shows the map to financial success and the sources of funding, such as bank loans or investors.

SCORE. " Why Small Businesses Should Consider Workers’ Comp Insurance ."

General Manager Business Plan Template

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Crafting a winning business plan is the cornerstone of any successful business venture. General managers across industries rely on detailed business plan templates to strategically outline their vision and financial forecasts. With ClickUp's General Manager Business Plan Template, you can streamline your planning process and elevate your strategy game effortlessly.

The General Manager Business Plan Template empowers you to:

• Articulate your business goals and strategies with precision
• Create compelling financial forecasts to attract investors and secure funding
• Effectively manage day-to-day operations and drive growth

Gear up to conquer your business objectives with ClickUp's comprehensive Business Plan Template today!

General Manager Business Plan Template Benefits

Crafting a solid business plan is crucial for any General Manager looking to steer their ship in the right direction. The General Manager Business Plan Template can help you achieve this by:

• Providing a clear roadmap for your business strategies, goals, and financial forecasts
• Attracting investors or securing funding by showcasing a well-thought-out plan
• Clarifying your vision and ensuring alignment across all business operations
• Helping you effectively manage day-to-day operations and achieve long-term success

Main Elements of General Manager Business Plan Template

To help general managers streamline their business planning process, ClickUp's General Manager Business Plan Template offers:

• Custom Statuses: Track progress with statuses like Complete, In Progress, Needs Revision, and To Do, ensuring clarity on the stage of each section of the business plan
• Custom Fields: Utilize custom fields such as Reference, Approved, and Section to add specific details and categorize information within the business plan template
• Custom Views: Access different perspectives through views like Topics, Status, Timeline, Business Plan, and Getting Started Guide, allowing for a comprehensive overview and detailed insights into the business plan
• Collaboration Features: Enhance teamwork with features like real-time editing, comments, mentions, and notifications to facilitate seamless collaboration among team members.

How To Use General Manager Business Plan Template

Creating a comprehensive business plan as a general manager is crucial for the success of your organization. Follow these 6 steps using the General Manager Business Plan Template in ClickUp:

1. Define Your Vision

Start by outlining your long-term vision for the business. What do you want to achieve in the next 3, 5, or 10 years? Clearly define your mission, values, and overarching goals to guide your strategic decisions.

Utilize the Goals feature in ClickUp to set and track your long-term business objectives.

2. Analyze the Market

Conduct market research to understand industry trends, customer preferences, and competitor strategies. Identify opportunities for growth and potential threats to your business. This analysis will help you tailor your business plan to meet market demands.

Use the Gantt chart in ClickUp to schedule and track your market research activities.

3. Develop Your Business Strategy

Based on your vision and market analysis, develop a clear strategy for achieving your business goals. Define your unique value proposition, target market segments, and key differentiators that set your business apart from competitors.

Visualize your strategy using the Board view in ClickUp to organize and prioritize strategic initiatives.

4. Set SMART Goals

Break down your strategic objectives into Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals. Assign responsibilities, deadlines, and key performance indicators (KPIs) to track progress towards your goals.

Utilize the recurring tasks feature in ClickUp to create milestones and deadlines for achieving your SMART goals.

5. Financial Planning

Develop a detailed financial plan that includes revenue projections, expense forecasts, cash flow analysis, and break-even calculations. Ensure your financial projections are realistic and aligned with your strategic goals.

Use the Table view in ClickUp to create a financial dashboard and track key financial metrics in real-time.

6. Implement, Monitor, and Adapt

Execute your business plan, monitor key performance indicators, and regularly review progress against your goals. Be prepared to adapt your strategies based on market feedback, changing business conditions, and emerging opportunities.

Set up Automations in ClickUp to streamline repetitive tasks and notifications, ensuring smooth plan implementation and monitoring.

Get Started with ClickUp’s General Manager Business Plan Template

General Managers across industries can utilize the General Manager Business Plan Template in ClickUp to streamline their strategic planning process and ensure alignment with their business objectives.

To get started:

• Add the template to your Workspace and specify the location for application.
• Invite key stakeholders or team members to collaborate on the business plan.
• Customize the template to fit your specific business needs by incorporating the following steps:
• Utilize the Topics View to outline key sections of the business plan.
• Manage progress effectively by organizing tasks into statuses: Complete, In Progress, Needs Revision, To Do.
• Create a comprehensive Timeline View to track milestones and deadlines.
• Leverage the Business Plan View to have a holistic overview of your strategies and financial forecasts.
• Refer to the Getting Started Guide View for a step-by-step walkthrough of the template functionalities.

Enhance your business planning process by incorporating custom fields like Reference, Approved, and Section to provide additional context and clarity to your plan.

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What Is a General Manager?

• Understanding the Role
• Requirements
• Responsibilities

Salaries and Job Outlook

General manager vs. ceo.

• General vs. Operations Manager
• General Manager FAQs

The Bottom Line

• Business Leaders

Diane Costagliola is a researcher, librarian, instructor, and writer who has published articles on personal finance, home buying, and foreclosure.

Investopedia / Dennis Madamba

What Is a General Manager (GM)?

A general manager (GM) is responsible for all or part of a department's operations or the company's operations, including generating revenue and controlling costs. In small companies, the general manager may be one of the top executives.

In hierarchical organizations, GMs rank above most employees but below corporate-level executives. The responsibility and importance associated with the position may vary among companies and often depend on the organization's structure.

Key Takeaways:

• A general manager is expected to improve efficiency and increase profits while managing the overall operations of a company or division.
• General manager duties include managing staff, overseeing the budget, employing marketing strategies, and many other facets of the business.
• General managers often report to higher-level managers or executives and supervise lower-level managers.
• General managers hold various titles, such as branch manager, brand manager, or operations manager.

Understanding the Role of a General Manager (GM)

The GM supervises lower-level managers. These lower-level managers may be in charge of several smaller divisions but report directly to the GM. The GM gives specific directions to each department head. As part of this supervision, a general manager oversees lower-level managers' hiring, training, and coaching. In addition, the GM may lay out incentives for workers and assess the departments' efficiency while offering strategic business plans based on company goals.

The general manager is responsible for all aspects of a business, including daily operations , administrative functions, and finances. Because of the enormity of the role, a big part of the job is effective delegation.

To achieve goals, GMs collaborate with higher-level managers and executives and with the employees that they supervise. This person is responsible for budgeting resources for marketing, supplies, equipment, and hiring. Because of their high level of responsibility, complex duties, and the need for extensive relevant experience, GMs earn more than entry-level employees.

Requirements for a General Manager

A GM typically gains experience in a lower-level management position before being hired or promoted to GM. GMs can advance by moving into top executive positions or to larger and more prestigious companies. They must thoroughly understand their departments or company's operations, be skilled at managing and leading employees, and make sound decisions for the company. They must also possess:

• Budgeting, planning, and strategy skills
• Problem-solving abilities
• Business processes and functions knowledge
• Communication skills
• Analytical ability
• A college or graduate degree, which would vary by industry

General Manager Responsibilities

General managers are usually responsible for overseeing the day-to-day operations of the overall workforce. Other responsibilities can include:

• Maintain budgets and identify areas to improve in
• Set policies and processes
• Oversee recruitment and training
• Evaluate operational and financial performance
• Ensure regulations are followed
• Provide solutions

Types of General Managers

A GM may hold various titles. But, overall, their role is the same: to oversee general operations and manage high-level functions, such as finances, marketing, and staffing. In the c-suite , the chief executive officer (CEO) is considered the GM overseeing the entire company. At the departmental level, the GM might oversee a specific process in a company or be in charge of a particular unit or segment.

The GM sits just below the CEO in the executive suite in terms of rank. A GM runs a line of business, whereas the CEO is the GM of all lines of business in a company.

For example, the GM is sometimes referred to as the product manager at technology companies. The GM of a bank at a specific location is called the branch manager . In a services company providing consulting or similar services, a GM might use the title of managing partner or managing director. Consumer-focused companies selling products tend to call their GMs brand managers.

Operations managers have a similar job to GMs. Like GMs, operations managers create strategies that increase efficiency and profit for a company. They also work with several departments to maintain the overall effectiveness of the business.

Pay for general managers varies by industry and company, but the Bureau of Labor Statistics has published data for average general manager pay for industries with the highest GM employment levels:

The wage estimates for general and operations managers by percentile are:

• 10% : $473,260
• 25% : $60,690
• 50% : $97,970
• 75% : $151,750
• 90% : < $208,000

General managers are found in many industries, so the outlook is fair. Overall, general manager employment is expected to increase by 6.7% through 2031, but significant changes are anticipated in several industries. Here are a few:

• Coal Mining : -24.5%
• Tobacco Manufacturing : -53.4%
• Apparel Manufacturing : -36.9%
• Printing and Related Support Activities : -23.5%
• Manufacturing Magnetic and Optical Media : -50.8
• Book Stores and New Dealers : -47%
• Florists : -29%
• Misc. Store Retailers : -23.8%
• Newspaper, Book, Periodicals Publishers : -22.1%
• Cable and Subscription Programming : -21.2%

Fossil fuels, apparel, traditional printing, physical stores, and other traditional general manager employers are expected to reduce their number of GMs. This is likely due to the trends in technology, a switch to green energy, a focus on health and corporate social responsibility, and the large switch in consumer behavior to online shopping.

There is still plenty of employment opportunity as a general manager, however. Wind and solar power generation, electric component manufacturing, passenger transportation, and many others are expected to grow from a few percent to more than 30%.

Topping general manager employment expectations by 2031 are insurance and employee benefits company general managers, with an anticipated 66.7% increase in employment. In addition, general managers in arts and entertainment, performing arts, sports, event promoters, artists, writers, and amusement parks are expected to grow between 20% and 50% by 2031.

General managers are people who manage several different departments within a company. One of their largest responsibilities is overseeing their departments, sections, or work site. They coordinate duties and ensure their departments are on track to accomplish the goals set by the executives.

A chief executive officer is the top leadership position in a company. CEOs are responsible for strategic planning, long-term decision-making, operational oversight, and fiscal oversight.

General Manager vs. Operations Manager

While a GM is responsible for all aspects of a business, an operations manager is only responsible for operations and production. A GM's responsibilities are broader in scope and include HR, marketing, and strategy.

An operations manager's role tends to be more specific, with experience in a particular niche industry.

What Does a General Manager Do?

A general manager oversees a workforce, budgets for the work that needs to be done, ensures the company is staffed, and many other higher-level business functions.

Is General Manager a High Position?

General managers usually have several lower-level managers reporting to them, so it can be a high position. They are not executive-level, but usually, they report to the executives.

What Is a General Manager vs. a Manager?

The level each manager is at varies by business structure and industry. For instance, in a company with divisions and departments, managers supervise employees at the division level, whereas a general manager would manage at the department level.

General managers oversee daily operations and budgets and ensure company goals are met. Most GMs require progressive management experience and a college-level degree in business or their field.

The job outlook for GMs is high in certain industries and low in others, but these highly skilled professionals will be in demand and remain very well paid for their work in the foreseeable future.

U.S. Bureau of Labor Statistics. " 11-1021 General and Operations Managers ."

U.S. Bureau of Labor Statistics. " Employment Projections | 11-1021 General and Operations Managers ."

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What Effective General Managers Really Do

• John P. Kotter

They chat about hobbies, hold spur-of-the-moment meetings, and seek out people far from their chain of command—all to combat the uncertainty and resistance inherent in their work.

The Idea in Brief

General managers (GMs) with highly structured workdays and rigid schedules close off channels—such as chatting in hallways and calling impromptu meetings—that would otherwise provide vital information and valuable relationships. Unplanned and unstructured activities help GMs address two critical challenges: figuring out what to do and winning widespread cooperation. The key tools for meeting these challenges are flexible agendas and broad networks of relationships. With flexible agendas, GMs capitalize on unanticipated opportunities that emerge in day-to-day events. With broad networks, GMs can use impromptu encounters to exert influence far beyond their chain of command.

The Idea in Practice

Effective GMs rely on agenda setting and network building to achieve their goals.

Agendas comprise activities that accomplish multiple goals, are consistent with all other corporate goals and plans, and are within the GM’s power to implement. These agendas address the GM’s long-, medium-, and short-term responsibilities. They include a broad range of financial, product, market, and organizational issues.

Networks extend up, down, and laterally to include everyone on whom the GM depends. He or she creates an environment in which network members work on the manager’s agenda and cooperate for the greater good.

Effective GMs use direct and indirect influence to get networks to respond to their agendas.

Examples of direct influence

• Asking or suggesting that someone do something
• Persuading someone to act in a way that supports the agenda
• Negotiating a trade

Examples of indirect influence

• Staging a meeting or other event
• Convincing a network member to approach a non-network member
• Requesting several network members to take actions that influence others

All effective GMs get things done using these methods. The very best GMs mobilize more people to do more things through a wider variety of “reactive” behaviors: days not planned in much detail and filled with short, seemingly disjointed conversations. A chance hallway encounter with a member of the network that lasts two minutes can accomplish as much, if not more than, an arranged meeting that would require 15–30 minutes. Impromptu conversations are highly productive only when the GM has his or her agenda clearly in mind, and network relationships firmly in place.

Top managers can boost their GMs’ effectiveness if they

• fill GM slots with candidates who know the organization and its people well. These individuals will more quickly develop a strong agenda and network.
• don’t overemphasize the formal tools and simplistic situations of some management training courses. In particular, it’s best to avoid time-management programs predicated on rigid scheduling.
• do not overload a new GM with a lot of specific assignments during the first three to six months. Instead, allow him or her time for collecting information, establishing relationships, and setting basic direction.
• minimize required participation in the organization’s formal planning systems that focuses on rigid number crunching. Instead, encourage the new GM to focus on long-range strategic thinking and net-work building.

Basis of the Study

Between 1976 and 1981, I studied 15 successful general managers in nine corporations. I examined what their jobs entailed, who they were, where they had come from, how they behaved, and how these factors varied in different corporate and industry settings.

The participants all had some profit-center and multifunctional responsibility. They were located in cities across the United States. They were involved in a broad range of industries, including banking, consulting, tire and rubber manufacturing, television, mechanical equipment manufacturing, newspapers, copiers, investment management, and consumer products. The businesses they were responsible for ranged from doing only $ 1 million in sales to more than $ 1 billion. On average, the executives were 47 years old. All were male. Most were paid well over $ 200,000 in 1982 dollars.

Data collection involved three visits to each GM over 6 to 12 months. Each time, I interviewed them for at least 5 hours, and I observed their daily routines for about 35 hours. I also interviewed their key coworkers. The GMs filled out questionnaires and gave me documents such as business plans, appointment diaries, and annual reports.

I measured the performance of the GMs by combining hard and soft indices. The former included measures of revenue and profit growth, both in an absolute sense and compared with plans. The latter included opinions of people who worked with the GMs (including bosses, subordinates, and peers) as well as, when possible, industry analysts. Using this method, I judged most of the GMs to be doing a “very good” job. A few were rated “excellent” and a few “good/fair.” In many ways, Richardson’s day is typical for a general manager. The daily behavior of the successful GMs I have studied generally conforms to the following patterns:

1. They spend most of their time with others. The average general manager spends only 25 % of his working time alone, and that time is spent largely at home, on airplanes, or while commuting. Few spend less than 70 % of their time with others, and some spend up to 90 % of their work time this way.

2. They spend time with many people in addition to their direct subordinates and their bosses. They regularly see people who may appear to be unimportant outsiders.

3. The breadth of topics in their discussions is extremely wide. GMs do not limit their focus to planning, business strategy, staffing, and other top-management concerns. They discuss virtually anything and everything even remotely associated with their businesses.

4. GMs ask a lot of questions. In a half-hour conversation, some will ask literally hundreds of them.

5. During conversations, GMs rarely seem to make “big” decisions.

6. Their discussions usually contain a fair amount of joking and often concern topics that are not related to work. The humor is often about others in the organization or industry. Nonwork discussions are usually about people’s families and hobbies.

7. In more than a few of these encounters, the issue discussed is relatively unimportant to the business or organization. GMs regularly engage in activities that even they regard as a waste of time.

8. In these encounters, the executives rarely give orders in a traditional sense.

9. Nevertheless, GMs often attempt to influence others. Instead of telling people what to do, however, they ask, request, cajole, persuade, and even intimidate.

10. GMs often react to others’ initiatives; much of the typical GM’s day is unplanned. Even GMs who have a heavy schedule of planned meetings end up spending a lot of time on topics that are not on the official agenda.

11. GMs spend most of their time with others in short, disjointed conversations. Discussions of a single question or issue rarely last more than ten minutes. It is not at all unusual for a general manager to cover ten unrelated topics in a five-minute conversation.

12. They work long hours. The average GM I have studied works just under 60 hours per week. Although GMs can do some of their work at home, while commuting to work, or while traveling, they spend most of their time at their places of work.

The behavior Richardson demonstrates throughout his day is consistent with other studies of managerial behavior, especially those of high-level managers. Nevertheless, as Henry Mintzberg has pointed out, this behavior is hard to reconcile, on the surface at least, with traditional notions of what top managers do (or should do). 1 It is hard to fit the behavior into categories like planning, organizing, controlling, directing, or staffing. The implication is that such behavior is not appropriate for top managers. But effective executives carry our their planning and organizing in just such a hit-or-miss way.

• JK John P. Kotter is a best-selling author, award-winning business and management thought leader, business entrepreneur, and the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School. His ideas, books, and company, Kotter , help people lead organizations in an era of increasingly rapid change. He is a coauthor of the book Change , which details how leaders can leverage challenges and opportunities to make sustainable workplace changes in a rapidly accelerating world.

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100 Day Plan for Leaders New in Role (Examples + Template)

When I dropped my son off at school on his first day of kindergarten, he looked at me and said, “I can’t wait to not be new anymore.” Thinking about the many people changing roles and companies these days, I can’t help but wonder how many may be counting the days until they’re not new anymore, too.

No matter how many years of experience a person has – even the most senior of leaders – being the “newbie” is daunting for most and hard enough that many avoid taking the new job in the first place. Add to it the complexity of the workplace these days – exhausted teams, workforce shortages, supply chain and business disruption, the war for talent, and constantly shifting ways of working and connecting as teams and organizations – being a leader in a new role is even more challenging.

For those talented and brave souls venturing to new roles and opportunities, congratulations. Instead of a new coffee mug or new decoration for your Zoom background (or at least, in addition to it), give yourself the gift of preparedness so you make the most of your first months on the job and set yourself up for success.

Is a 100 Day Plan Necessary for Leaders New in Role?

In short, yes. As a newly appointed leader, it’s easy to fall into the trap of waiting for the dust to settle – for you to get comfortable in your role and get a lay of the land, for your employees and teams to get accustomed to having a new leader before you start making any plans. However, waiting to form your plan means you lose the opportunity to set the right tone from the start by being purposeful, organized, and action-oriented.

What is a 100 Day Plan for New Leaders?

A 100 Day Plan is an action plan to guide executive leaders through their first critical months in a new role – outlining strategies and tactics to identify and engage key stakeholders and to build relationships, understand the business, set goals, and gain traction quickly so you can set up a foundation for long-term success in an organization.

While a plan needs to be customized for each leader – and you can download a 100 Day Plan Template here to get started – our experience points to six critical strategies all leaders can deploy to ace their first 100 days regardless of industry or function.

What should a 100 Day Plan include?

While a 100 Day Plan for executive leaders in a new role can take on many forms and is as unique as the business challenges leaders face, there are some core components that the best plans have. Use this 100 Day Plan example framework as a guide:

• Situation Summary – Outline the current business landscape, strengths, opportunities and other important headlines that capture the context you’re stepping into as the leader in your role. This might include the state of engagement at your organization, cost pressures, how employees perceive you as the new leader and more. Take an employee-centric point of view by key audience segments and then try to understand the challenge they need to overcome in today’s environment. You may need to set up informational interviews with a few key colleagues to help confirm some of your assumptions and to highlight details that you wouldn’t yet know.
• Longer-term: What do you want people to say about you and the business 18 months from now and what are some of the big actions you might consider taking to make your vision a reality?
• Near-term: Where do you want to be 100 days in on the job? What impact do you want to have made and how does that line up with your longer-term goals? List your goals, ensuring there are business metrics and relationship goals.
• Evolve the vision and goals for the organization’s future (if needed)
• Retain top talent
• Know : What facts do they need from me? What new information can I provide them? Examples: Key milestones I’m setting, changes from how the role was previously defined and new priorities / expectations I’m establishing.
• Feel: What do I want to be top of mind when they walk away from meeting with me? What pain point are they currently experiencing that I might be able to begin alleviating? Example: Confidence in the path forward, comfort in their ability to talk to me.
• Do: Is there an action that you need them to take right now? Is there a behavior that you want to see them demonstrate going forward? Example: Share the information you’ve provided them with their team, commit to asking questions and keeping the lines of communication open and adopt a mindset that assumes good intent even when faced with challenges or times of change.
• Key Messages – Articulate what the main messages are that you want to convey as you get to know your various key stakeholders. These may be key themes that you know you want to highlight about your leadership style and vision for the role, high-level examples of how you view your function tying into broader company goals and strategies, or a list of commitments you are making to your staff and the actions you are asking them to take while you settle in.
• Stakeholder Engagement and Communication Plan – Make a plan for how you’ll purposefully reach your stakeholders and how you’ll communicate over time to accomplish your goals. When you consider your stakeholders, think about big “centers of gravity” so you can separate out how to allocate time and where you can have the greatest impact by investing time and energy. Also, consider what key relationships you need to build because they’re critical to establishing bridges and sponsorship across the organization. Look for communication channels that already exist so you can simply plug in without having to build infrastructure – don’t underestimate the value of informal conversations and small group huddles as a powerful vehicle while people are getting to know you.
• Quick Win Tactics – Identify opportunities to generate quick and meaningful wins that demonstrate progress toward your overall goals. It is easy for leaders to get caught up in the long game, focusing on the notable impact they aspire to make within a business, but it’s the small wins along the way that both give you something to celebrate and help your stakeholders appreciate the impact you are already making.
• Measures for Success – Consider how you’ll know when success is achieved. Identify the metrics and how you’ll monitor progress – remember, this is a 100 Day Plan, so the metrics should fit accordingly with that timeline. For example, a measure could be around moving sentiment – such as belief in the company, confidence and optimism in the future, and clarity around where we’re heading and why. Use the progress in your stakeholder engagement and communication plans to show momentum.

Want help getting started? Download our free 100 Day Plan Template .

100 Day Plan Example – Your 3 Month Action Plan

The following is a sample 100 Day Plan that shows how to quickly and strategically build out your approach. You can simply customize this list, or you can use the list for inspiration to develop a more detailed plan in alignment with your or your new organization’s preferred format.

Before you get started:

• Continue to learn as much as you can about the organization and your team
• Have pre-meetings with identified stakeholders to discuss the game plan and listen for key expectations, core issues and opportunities
• Begin to map key stakeholders
• Get briefed on the employee, culture and communication landscape (set up an initial meeting with the Communications team, if possible)
• Consider having an informal visit with your new team over breakfast or lunch
• Prepare your elevator speech and/or your initial message platform
• Create a list for your Listening plans, outlining who all you need to meet with to hear perspectives, observe and tap for insights; set up meetings with key stakeholders (including senior leaders, peers, direct reports and skip-level reports/teams) ; if you don’t yet know their names, list their roles to prompt you to then find out the right point of contact
• Begin your listening “tour;” reinforce that you’re hearing what people are saying and make a point to circle back with anyone who asked a question that you couldn’t answer in the moment
• Connect with Communications and HR partners to understand the company culture and how communication happens
• Set the stage with your team and stakeholders with what to expect these first days and weeks, including what to continue to focus on and do
• Identify key contributors and any key people who are flight risks on your team and engage with them, including conducting stay interviews
• Actively participate in company onboarding so you experience what others also experience
• Continue listening tour
• Work with team members to codify strategy; involve people representing a cross-section of the organization whenever possible
• Identify communication channels you’ll regularly use to share updates on what you’re hearing, doing and thinking in advance of the formal launch of your communications plan
• Finalize your strategy and plan and socialize with key stakeholders for alignment
• Develop a communication plan for playback of listening and to share strategy going forward
• Refresh key messages and leader platform
• Implement communication plan
• Continue a steady cadence of employee listening, and update/amend the plan and messages in real-time based on new, viable insights that come from listening and any key changes within the business or your work environment

6 Strategies to Learn and Lead in Your First 100 Days

From our years of experience working with senior leaders as they navigate being new in their role while leading teams and organizations, we’ve compiled a list of six strategies that will help you learn while leading yourself and others with confidence and credibility.

1. Study up

Learn everything there is about the team or company you’re joining, but also spend the time where it counts so you don’t get caught up in analysis paralysis. Have a game plan leading up to your start date for what you need to know to hit the ground running, what you can learn along the way and how you want to get immersed. There’s plenty you can read online, but there’s so much more you can learn from inside the organization, especially by speaking with those who have the pulse.

Get to know the Communications and HR/People/Culture teams early on because they likely have a wealth of information about employee mindsets, hot-button issues and the best ways to reach and interact with employees. Many Communications teams we work with would be happy to help you know how information flows in the organization and what channels are best for leaders like you to get information and communicate effectively with your teams.

When an incoming senior executive was getting ready to join the organization, we partnered with the Communications team to develop an executive briefing book on the state of the workforce and how communication happens inside the company. There was a briefing meeting, great discussion and an opportunity for the leader to get to know the Communications team as they discussed shared needs and expectations so the leader could get connected and communicate effectively with key audiences. All of this led to a better, more actionable 100 Day Plan.

2. Figure out where to start

The first months are an exercise in drinking from a fire hose. Prioritizing is essential, but it can be hard to know where to start. Many leaders we’ve worked with have found it helpful to have a “working session.” In those sessions, we work with the leader to sort through critical business and communication demands and needs and then map their 100 Day Plan – with a particular eye on the next 30 days. These sessions give the leader a chance to step out of the day-to-day, assess the situation, determine priorities and frame a practical action plan for how to spend their time – always with business outcomes and stakeholder needs in mind. This session also sets the foundation for the key messages to convey and what to communicate and when.

3. Hit the road

Get out of your office . Whether you’re rounding, doing listening tours, road shows or coffees, get in front of as many people as you can so you get to know people across levels and roles in the organization. There’s nothing like being in person to ask questions, surface ideas and stories, read the room, feel the vibe and get a sense of what’s being said (and not said). If you can’t be in person, do your best to hit the road virtually with virtual office visits, coffees and the like. Make a commitment to visit those teams and sites as soon as possible when you can. This one is easy to put on the back burner, so make a point to schedule a set number of meet-and-greets per week to hold yourself accountable.

Asking questions during your onsite or virtual meetings is an important part of your listening. The best leaders lead by listening . They seek to understand, not to judge, and make this a regular part of how they lead. Find out why things are the way they are. Get to know people’s stories. Ask them what gets them excited to come to work, and what pain points or barriers they see and experience that get in the way. Make it about them, while also giving them a window into who you are.

As important as listening is, that doesn’t mean you can’t also share your story. As a leader, people need to know you first before they’ll get on board with your vision or strategy. Help them know who you are as a person and as a leader – what gets you excited, why you want to be a part of the team, how people who know you best describe you, what principles you live by and what brings you joy outside of work. All these things give others a chance to know you, how you tick and how you think about the world, which gives them a chance to have a human connection with you and to be able to help you deliver on your vision.

Another key part of sharing your story is being ready with your elevator speech and core messages. The elevator speech is the main message that you want to convey succinctly to your key stakeholders and audiences. Have your story ready and use it regularly from day one. You may customize this a bit for your various audiences and over time, but there’s power in being consistent overall.

Determining your Elevator Speech as a Leader New in Role

Keep it short and make it conversational. Speak to what your role is and how you’ve been here before in your previous role. Write it out so you’re thoughtful about what you want to convey. This is how many people will first remember you. For example:

Example Elevator Speech 1:

I’ve seen the power of transforming the employee experience and am excited to lead our team as we make it happen here together.

• This says you know employee experience and that you’ve been here before, which speaks to credibility and confidence in the role and where you’re going to take the team.
• This shows that you’re bringing energy and enthusiasm, and that you want to be part of the team because you view yourselves on a common journey aimed at getting results. This is motivating, speaks to a shared end game, and reinforces camaraderie and collaboration.

Example Elevator Speech 2:

Having a child with medical issues, I have immense appreciation for how much work goes into making great healthcare possible . I’m grateful to be part of this team and to partner together with you to improve access to great care for those we serve.

• Self discloses something personal and relatable, and establishes that this is a field of work that the person respects and appreciates.
• Sharing gratitude signals a person with character, humility and heart.
• Speaks to leading the team as colleagues, not subordinates, and that we’re in this together.
• Signals a vision of what’s possible that you want the team to work toward.

For senior-most executives, a best practice is having your own leadership message platform. Much like a “stump speech” for politicians, this is a set of key messages and stories to help you tell your story in a way that connects to your audiences and drives line of sight and engagement. It’s a useful tool for driving message consistency across communications and channels, as well as for saving time preparing for meetings and communications (for both the leader and the communicators who support them).

When leaders are new in role, the method of developing this platform is especially powerful in helping leaders think purposefully about how to articulate their story, their vision and their approach to shaping the strategy.

4. Have a stakeholder engagement and communication plan

The complement to your core messages is an engagement and communication plan. Whether you’re preparing your own, or have the support of your Communications team, this is a must so that you are intentional in your first 100 days (and beyond) about which stakeholders and audiences you are reaching, the best approach to do so and the outcome you want to see.

Take a few minutes to follow this 5-step method to plan your communication:

• OUTCOME: What’s the business goal for your engagement and outreach? As a leader new in role, your business goal may be to keep people focused on the current strategy, while you listen and determine the path forward. Or perhaps you need to stabilize the business and/or team. Whatever the situation, pinpoint what your business outcome is for the first 100 days.
• AUDIENCE: Who are the key audiences you need to engage and where are they coming from? Different audiences will have different perceptions and information needs – and the more you know about each, the more effective you’ll be at connecting with them and ultimately moving them to action. If you discover that you don’t know much about some audiences, it’s a signal you need to go and get to know them more.
• Why (rationale and context)
• What (what’s happening and what to focus on for now)
• When (a sense of timing for what’s happening and what’s to come)
• How (how you’re approaching the coming weeks, how they can help, how you’ll use their insights to develop your action plan)
• Who (who you are, what brings you here, what’s important to you, what they can expect from you and what you expect from them)
• WIIFM (what’s in it for “me” – in other words, what all of this means for them)
• METHOD: What’s the best way to reach them? Map your plan for how to connect with people in ways that foster conversation and the ability to share information freely and candidly. In-person is ideal. Consider where you need one-on-one conversations vs. where small group sessions or larger sessions – such as town halls – can be helpful. Maybe there are feedback channels you want to use or initiate. Consider the mix of methods.
• MEASURE: How do you know if the plan is working? You can learn a lot about what’s working based on the nature of the conversations you’re having, whether you sense people are sharing their views openly and the questions you’re getting. Engage your direct reports and Communications team to share insights and feedback on what they’re hearing. Consider whether informal or formal pulse checks would be useful to get a sense of things as well.

TIP: Having a stakeholder engagement and communication plan is a critical tool beyond your first 100 days, too. The best leaders are always purposeful about how they stay connected with stakeholders and audiences and how they’re showing up regularly through communications.

5. Resist the urge to make change right away

Most leaders are hired to be change agents, so it’s counterintuitive to say don’t come in and change things right away. Even if you think you know what needs to change, try to avoid making big changes in those first 100 days as it can usually cause more harm than help.

Typically, leaders use the first 100 days to listen and formulate an informed strategy, gain key stakeholder buy-in, and then they roll out the strategy in a thoughtful way, so the right audiences are reached at the right time and with the right message. To the greatest extent possible, let others be part of the strategy shaping so it’s the collective plan, not “your” plan alone. WATCH OUT: Without adequate upfront listening in the first 100 days, there’s an assumption that the leader may be uninterested, uninformed or misaligned with the company’s heritage, culture and people. Any which way, it’s a bad look, and it hinders your and the team’s ability to get things done if you come out of the gate with your mind made up about what needs to happen.

There are a few exceptions when making changes in the first 100 days could be the right option. Perhaps there are things you’ve heard and seen that are clearly broken and getting in the way of the employee experience that could be fixed right away and that signal your focus on the people. Or, perhaps something is happening that’s putting the organization at major risk and cannot wait for action. In those cases, immediate change may be the answer to stop the bleeding and/or to signal important and meaningful change right away.

Engage key stakeholders who have institutional perspective in the planning so you’re aware of blind spots or bright spots and leverage your Communications team so what’s communicated is done in the right way and casts a positive light on your approach and intention.

6. Be yourself

All eyes are on you as the new manager or leader, especially those first 100 days, and people are searching for meaning in everything you do (or don’t do). Consider your leadership style and what has served you well and will continue to serve you. Bring that forward with intentionality in how you show up. Check the old habits or ways of working that may not have been as effective at the door. Communicate with purpose.

Lead with heart – knowing that the best leaders today are those who bring authenticity, empathy and humanity to the workplace, so teams can be their best selves and deliver on their mission and goals in the best way.

Empathy is not a “soft” skill

Leaders who practice empathy have more engaged and higher-performing teams, as well as more profitable businesses overall. (Catalyst research study: “The Power of Empathy in Times of Crisis and Beyond,” Sept 2021)

• 79% of US workers agree empathetic leadership decreases employee turnover. (EY Consulting survey, Oct. 2021)
• 85% of employees report that empathetic leadership in the workplace increases productivity. (EY Consulting survey, Oct. 2021)

The Bottom Line

Being an executive leader in a new role comes with big responsibility and a lot of hard work. With the right preparation and thoughtful approach to how you lead and communicate in your first 100 days – and year – you can make your first weeks and months ones that recharge, inspire, motivate and chart the path for great work together to accomplish your goals and strengthen your company’s future.

Don’t feel you need to do this important work on your own. Let those with expertise in these areas partner with you so you can elevate your presence, focus your time where you can have the greatest impact on the business, and achieve the results you want faster and better. If you’d like to discuss ways we can help you get quick wins and plan for long-term impact, contact us today.

—Kate Bushnell

Set the right tone in your new role from the start by being purposeful, organized, and action-oriented with the help of this 100 Day Plan Template. Click the image below to download the 100 Day Plan Template today!

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Other posts you might be interested in, 4 ways to differentiate communication from information, reasons why your business strategy activation fails, communicating your strategic plan to employees, subscribe to the leadercommunicator blog.

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General Manager Job Description

Also known as managing directors or chief operating officers, general managers are tasked with overseeing daily business activities, improving overall business functions, training heads of departments, managing budgets, developing strategic plans, creating policies, and communicating business goals.

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General Manager Job Description Template

We are looking for a self-motivated and results-driven general manager to direct and manage our organization's business activities and to develop and implement effective business strategies and programs. Duties for the general manager will include allocating budget resources, formulating policies, coordinating business operations, monitoring and motivating staff, managing operational costs, ensuring good customer service, improving administration processes, engaging with vendors, hiring and training employees, identifying business opportunities, and monitoring financial activities. Your entrepreneurial spirit and vision in directing business functions will assist our organization in maintaining relationships with clients, generating new business, increasing staff productivity, improving service, ensuring sustainability, and meeting business objectives.

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