The First 100 Days: When Everything Truly Takes Shape

“I can’t afford to get this wrong.”

That was the very first sentence Arthur said to me.
Newly appointed European HR Director. A strategic role in a fast-moving, highly matrixed organisation, where expectations are immediate, visibility is high, and every decision is quickly interpreted, commented on, sometimes politicised.

I hear this sentence often from the leaders I work with.
It speaks of pressure, of course. But more deeply, it reflects the solitude of those moments when one is expected to be instantly legitimate, influential and effective — while still discovering the real dynamics of the system.

The first 100 days are never neutral.
They shape habits, relationships, power balances and credibility — sometimes for a long time.

Moving from tension to altitude

A few weeks later, Arthur described his experience very differently:

“During this strategic start-up phase, I gained altitude. I was able to prioritise, choose my battles… and above all, say no with intelligence and positivity.”

This shift matters.
It marks the transition from a defensive posture — where everything must be controlled — to a more strategic and grounded stance, where choices become clearer and more intentional.

Gaining altitude does not mean slowing down or disengaging.
It means clarifying what truly deserves attention, reading relational and political dynamics with discernment, setting a coherent frame of reference, and protecting one’s capacity to think clearly under pressure.

This dimension is rarely addressed explicitly in a new appointment.
Yet it largely determines the quality and sustainability of future decisions.

What truly makes a difference in a strategic appointment

In Arthur’s experience — as in many others — transformation does not come from accumulating tools or methods. It comes from the quality of the thinking space that is created.

A space where one can:

think without having to perform immediately,

confront blind spots without having to justify oneself,

read power dynamics with lucidity rather than suspicion,

adjust posture before automatisms settle in,

restore a sense of inner safety in order to decide well.

Arthur summarised it clearly:
“The support, both demanding and introspective, helped me understand myself better, prioritise and structure a vision. It was decisive in my onboarding and early leadership.”

These shifts are not always visible from the outside.
Yet they are what sustain consistency, credibility and impact over time.

A controlled ascent… or a race under pressure

In my practice, I repeatedly observe two very different ways leaders experience their first 100 days.

For some, it becomes a progressive and controlled ascent: decisions align with a clear vision, legitimacy builds without agitation, relationships take shape coherently, energy is preserved.

For others, it turns into a constant race under constraint: reacting more than choosing, trying to cover everything, compromising too early, and later struggling to correct trajectories that were set in haste.

The difference is rarely a matter of competence.
It lies in the ability to gain altitude early enough — and to accept not remaining alone with critical arbitrations.

Sparring partner: a luxury or a strategic necessity?

At this level of exposure and responsibility, having a true sparring partner radically changes the quality of decision-making.

Not someone who advises in your place.
Not someone who projects their own solutions.
But someone who challenges, sharpens thinking, creates psychological safety for doubt, and supports clarity without removing responsibility.

It is a rare, demanding and sometimes uncomfortable space — yet profoundly structuring for leaders who want to exercise their role with discernment rather than reactivity.

When a story resonates

I share Arthur’s story not to showcase a “successful case”.
I share it because it reflects a reality I see frequently: this fragile, intense and decisive moment where much more than a role transition is at stake.

When a story like this resonates, it is rarely by chance.
It often signals that a similar situation is already unfolding — or approaching.

👉 If you would like to explore what the Altitude 100 journey entails, you can find more details here:
https://manentiel.com/dirigeants-et-comites-de-direction/#altitude