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sessions. Initially, one-on-one meetings with direct reports
may be more formal with scripted questions. Building a genuine relationship with the individuals on the team is one of
the main objectives of the first 100 days. One should understand their background, what they want to change and what
they do not want to change, their biggest fear or apprehension, and advice they have for you moving forward.
Depending on the size of the new manager's team, one-onone meetings should generally begin to occur within the first
2 weeks, but may be spread out over the next 4 weeks. Oneon-ones will ideally continue monthly thereafter, but at least
quarterly with each employee. Team meetings are also an
avenue to broadly communicate expectations and learn the
culture of the area.

Intradepartmental
Communication between departments or work units is essential to a high-functioning organization. Time, whether
monthly or an initial one-on-one, should be set up between
those who have similar goals or management areas. Some
organizations may have pathways set up for directors or vice
presidents of other departments to give an overview of their
services to new managers, while others may leave it up to the
new manager to schedule. In either situation, 30- to 60-minute meetings with leaders of departments outside of pharmacy build a foundational relationship that can further
develop long-term.

Learning Operations
Staffing or shadowing should be completed within the first
100 days. The new manager should first attempt to grasp the
various types of jobs within the work unit to effectively plan
out job shadowing or training. An entry-level manager's goal
is to feel comfortable staffing their areas of oversight as
needed or required. All department-required training and
competencies for individuals to carry out staffing should be
followed to learn the process and to earn the right to staff. As
a training or shadowing calendar is prepared, share it with
the direct supervisor and the staff within the department to
ensure the expectations of time in each area are appropriate.
For a higher level management position, shadowing or
departmental rounding will be the main focus during the first
100 days. While it may not be necessary to understand the
details within the operations, it is beneficial to understand
the responsibilities within the areas and how they work
together. A thorough understanding of the organizational
structure and culture is also a goal within the first 100 days
regardless of the management position. This type of learning
may best be learned through the relationships developed
with the identified Circles of Influence.

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Future Planning and Direction
Within the individual and team meetings, staffing, and shadowing experiences, the new leader will make notes of items
that will be small wins, questions to look into further, and
larger projects to be completed. The small win items are
tasks that can be accomplished with low effort but have high
impact. These can be completed in the first 100 days to gain
the trust and credibility of staff and the supervisor. Larger
project ideas help the leader begin to plan for the future once
they understand the current state. Going into a new role with
a set plan and agenda for the future will likely be met with
resistance as the trust of the direct reports has not been built,
so it is best to first understand the area's needs before building the strategic direction.

Measurements of Success
With few agreed upon outcomes of success for managers
within the first 100 days, measurements should be based on
discussions with direct reports, supervisors, and colleagues.
Goals for the first few months should be clear, concise, simple, and realistic. They should be thoroughly vetted between
the new manager and their supervisor to ensure the desired
outcomes are achieved. At minimum and above all else, the
goal for the new manager should be to feel comfortable in the
new role.

Conclusion
The 100-day action plan acts as a guide for individuals in a
new leadership position and is tailored to each institution and
type of position. The structure within the first 100 days will
assist the new manager with getting to know the culture and
needs of their areas to set up for a successful transition into
the new role.
Authors' Note
This paper was read and approved by all authors.

Declaration of Conflicting Interests
The author(s) declared no potential conflicts of interest with respect
to the research, authorship, and/or publication of this article.

Funding
The author(s) received no financial support for the research, authorship, and/or publication of this article.

Reference
1.

Covey SR. The 7 Habits of Highly Effective People. New York,
NY: Free Press; 1989.

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