How to create a 100 day vision

Unless you have a real emergency crisis, 100 days is an ideal timeframe to work within to institute change. It’s long enough that lots can be achieved and yet short enough that things can’t be put off for too long.

So how should you create your 100 day vision? There are three aspects to consider.

1. Know what a clear target looks like

The SMART criteria developed by George T. Doran in 1981 are a good place to start. Ensure your end goal is:

• Specific and Measurable – this could be as simple as ensuring all calls are answered within five rings or X new clients are engaged with work of the value £Y.

• Achievable and Realistic – meaning you have a decent chance of success and the target fits with what the firm is trying to do.

• Time-bound – the 100 days gives you this.

The motivation element is crucial. To achieve success, you need to visualise it, feel it and believe it. Emotions are what get people going that extra mile; fail to connect emotionally and it’ll be a mechanical grind all the way. If you have that clarity and emotional connection, then you will become unstoppable.

2. Know if your project builds on existing or unknown territory

When something is already underway and you want to accelerate progress, extrapolate the trend and stretch it a bit. Then do some reality checks on what would have to happen to achieve it.

When you face unknown territory with little or no experience, the obvious thing is to find someone else who has some relevant experience. In the absence of that, simply do something.

For example, a specialist consultancy was moving into software products for the first time and needed to set up demonstrations with clients. It decided to opt for telemarketing, but had little knowledge of what could be expected. It did a three month trial, obtained 12 meetings, gained invaluable insights into the sales cycle and was then able to modify and adapt its approach for the next 100 days.

Particularly when going into the unknown, it’s wise to consider what is the worst that could happen. For instance, if a marketing campaign bombs, what would be the impact? So, add another ‘R’ to Doran’s criteria: Risk-assessed.

3. Know the typical barriers that might block your path

The characteristics that I consider make a good lawyer could well be a barrier. A great legal mind is very detail focused, highly analytical, skeptical and perfectionist. This is great for risk assessment, but creating a vision needs optimism and inspiration.

Creating a vision – even for 100 days – is not a perfect process. An 80 per cent job done, giving learning and feedback to be refined over the next 100 days, is better than a 100 per cent job not done because people weren’t satisfied it would be good enough, or had a high enough chance of success.

So, how do you build up new behaviours? Try the above approach in different areas of your life where the risks might be lower. Create some reference experiences that build your confidence in a different style – but do hang onto your perfectionist characteristics for your legal work!

The current and projected business climate is tough and demanding. A crucial part of your and your firm’s success will hinge upon creating short-term projects with a sense of urgency to develop new business, accelerate improvements and build momentum for new ways of working. Using the above approaches to create a series of 100 day visions will set you on the path to success.