The First 100 Days for Women: Approaching a New Executive Job in Healthcare

Abstract

Background: The business literature repeatedly posits that the first 90-100 days of a new job are a crucial period. And yet, nearly half of all executives underperform at some point during their transitions, according to one estimate (Bharucha, 2014). Although a growing list of books and articles about how to approach a new senior position exists, almost none of these resources address how the strategies might be different for women, in particular. Aims: Informed by the social ecological model, this project investigates which structures, resources, and actions help women executives transitioning into new jobs in healthcare set themselves up for long-term success. Methods: The project employed confidential, semi-structured in-depth interviews with a convenience sample of 31 female executives working in healthcare. Interviews were analyzed using thematic content analysis (Rivas, 2012) to identify recurring qualitative themes. Results: Respondents named structures including organizational culture, high-powered sponsors, and authority to reshape their teams; approaches such as vulnerability and inclusiveness, authority and confidence, and transparency and authenticity; and actions ranging from listening and building a network to assessing one’s team. Interviewees also named multiple nuances where they perceived the expectations of women to be different from those of men.