Chairmen of plcs are defined by the legacy they leave at the end of their tenure, but their first 100 days in the role will be a key milestone. The proverbial first 100 days is the period commonly used to gauge how well a new chairman has bedded-in with the board and whether they have begun to set the tone of their tenure. In that brief period, they must build bridges with management, glean insight from around the business and identify what needs to change on the board. Success will largely be determined by the key conclusions made in that valuable first quarter at the board’s helm.
In this article, Criticaleye speaks to Martin Bloom, Alison Carnwath, Ian Durant, Rick Haythornthwaite, Simon Laffin, Steve Marshall, Sir Peter Mason and Leslie Van de Walle to assess what chairmen should consider in their first 100 days.
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