CorpComms Magazine

(1) Develop a 100-day plan and stick to it

Without one it's very easy to jump straight into the issues of the day and before you know it, you've lost that valuable time to establish yourself and bank the knowledge you need to succeed in your new role. You never get this time back so use it wisely. In the weeks and months after Global Infrastructure Partners' acquisition of Gatwick, my 100-day plan kept me on track during a time of immense change and challenges. It helped me outline my initial priorities to my boss and manage those around me.

(2) Get out and about to see and 'feel' the organisation

It's all very well sitting at your desk reading annual reports, stakeholder research and employee surveys but when it comes to understanding how an organisation works, there's no better way than seeing it first-hand. For me that meant getting out on the airfield, into the security crew rooms, inside the baggage systems and onto the terminal floor - great fun and a great education. As the person responsible for telling the organisation's story it's essential that you're able to communicate what it does, its goals and priorities. Being able to describe how it feels at the coalface - the people, the products, the processes and the culture - will make a good story great.

(3) Understand your audiences... and your competitors

Map out your audiences at an early stage and do all you can to understand their perceptions and views of your organisation. From systematic research to informal meetings, getting a sense of what your audiences are saying is really important. So too is understanding how to leverage your advocates and positively influence your detractors. An early priority for me at Gatwick was establishing a distinctive voice for the airport as it emerged from the shadow of previous owner BAA. Gatwick is now competing for passengers and airlines - it's also competing for share of voice. So think about how your organisation's voice will be heard above the rest.

(4) Immerse yourself in the issues

You'll be expected to get your head around all the issues quickly so it's important that you immerse yourself early on - and perhaps before you even start the job. Read widely; speak to as many informed people as you can; look at historic media coverage; track key policy debates and outcomes; and put yourself in the customer's shoes. It's important you have a view. Given the diverse nature of the airport business, I found myself in an issues-rich environment and it was easy to be overwhelmed. What I tried to do in the early weeks and months was cover as much ground as possible, gaining a basic grasp of the issues before returning later to add the detail.

(5) Get to know your chief executive... and your chairman

As an executive director of communications, your relationship with the chief executive is of paramount importance, as is your relationship with the chairman. Spend as much time as you can with these key players to understand their individual style, vision for the organisation and expectations of you. As well as delivering compelling and successful communication programmes, your goal should be to become a trusted advisor to both by adding value beyond your brief. At Gatwick I'm very fortunate to work with a chief executive and chairman who recognise the value of reputation and where it is won or lost. But my investment in these relationships is as much a priority for me now as it was on day one.

(6) Look back then drive forward

It's very easy to start a new role and simply dismiss everything that's been done in the past. This is foolhardy and can lead to bad decisions. Of course you'll want to put your stamp on things but early on in your new role be sure to take a look at key activities from the past couple of years to see what worked, what didn't, and why. Having taken a look back you can then drive forward with your goals and strategies safe in the knowledge that you won't have missed anything and, no doubt, with more buy-in from those around you.

(7) Build the best team

You'll want to understand the strengths and weaknesses of your team. You can have the best plans in the world but without a talented and committed bunch of people behind you they'll fail. As Gatwick became an independent airport, I had the opportunity to build a new team with the standalone capability to succeed. Establishing a new team is great fun but is challenging and usually involves taking some tough decisions. Set the bar high, be clear about what you're trying to achieve and don't be afraid to look outside the sector to find the high-quality people you need

(8) Pinpoint the weak links and have a plan

During your first 100 days try to build a picture of the organisation's 'reputational health'. Where is it winning and how can you enhance this further? Where is it losing and how can you turn this around? And where are the weak links that haven't yet been exposed but could be? Do everything you can to plan for these possible events, alert your colleagues to the reputational consequences and work with the issue owners to understand what's being done to reduce the risk. However, try as you might, there will always be 'unknown, unknowns'.

(9) Make sure crisis communications plans are sound

You never know when the proverbial is going to hit the fan - it could be in your first few days or weeks. So I'd suggest an early audit of the crisis communications plans and processes to make sure your team - and the rest of the organisation - understands what they need to do. In my two and half years at Gatwick we've had no shortage of events to contend with from some of the most severe winter weather the south east has ever experienced, to the volcanic ash cloud that brought air traffic to a standstill for days. There's no doubt you learn from every incident but without a solid crisis plan you're immediately on the back foot.

(10) Deliver some early wins

And finally, it's important to get a couple of early wins under your belt to establish yourself and show what you can do. It is unlikely your new boss and colleagues will expect anything big in the first few weeks, so all the more reason to mark your arrival with some successes. Of course, this will create high expectations, so make sure you can keep it up!

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