On Leadership: How the First 100 Days Can Define a Government

For political leaders, the first 100 days in office represent a critical window to set the tone, establish priorities and build momentum for their government. Often, this period is the culmination of years – sometimes decades – of campaigning and strategising. Yet for most leaders, the transition to governing presents an entirely new challenge: navigating complex government machinery, aligning competing priorities and delivering tangible results.

Every leader’s path to power is different. Consider Jacinda Ardern in New Zealand, thrust into leadership just seven weeks before an election, pulling her party from sure defeat to victory. In contrast, John Key’s 2008 election saw his party’s win as almost inevitable. Yet no matter how they arrive, one truth remains: most leaders have never been prime minister before, and their front benches often lack substantial governing experience. The first 100 days become their introduction to the relentless demands of leadership.

Drawing on firsthand experience at the heart of governments globally, the authors – all former senior advisors to heads of state – highlight the stakes of this crucial period. Success depends not only on a leader’s vision but also on their ability to implement it effectively in a system that can often resist change.

Four Principles to Start Strong

Having worked in and with many governments around the world, TBI’s advisors have seen many 100-day plans. Through our work with leaders, we have identified four core principles that underpin the most successful of those plans. Faced with an avalanche of decisions to make – programmes to renew, regulations to review, people to appoint – leaders may find that the first 100 days of governing risk immediately becoming an exercise in herding cats. These principles ensure that leaders can set the direction for their government while avoiding common pitfalls.

1. The single most important goal of a 100-day plan is to set a clear direction and vision, and be 100 per cent consistent with it. This vision and direction should guide every decision and action, ensuring everyone – the cabinet, civil servants and the public – understands what you’re seeking to achieve and why. Make certain the machinery of government knows what your priorities are. Everyone must be swimming in the same direction.

The stakes are high; everything you do will be scrutinised. If you are herding cats, you are chasing distractions rather than moving forward. If you were elected on a message of cracking down on corruption but your ministers go out and use taxpayer funds to pay for renovations on their homes, you have a credibility problem. If your big promise is to create 1 million jobs but the first act of your finance minister is to cut 100,000 public servants in an effort to free up budget space, you have a consistency problem. The first 100 days is about setting the direction and tone of your government, including demonstrating accountability in exchange for leadership. Everything – and we mean everything, from cabinet selection, appointments, staffing, policy decisions and the smallest of communiqués – must be 100 per cent consistent with the direction the new government has set. Saying one thing but doing another breeds cynicism, which is the poison pill of 100-day plans. There is no room for maverick decisions that are perceived by citizens as broken promises.

2. To achieve consistency with your vision and direction, have a plan for your quick wins and your delivery system. As soon as you take office, the government machine will happily propose to you what they think your 100-day plan should be. But your 100-day plan must be inherently political, taking into account the battle you just survived to win and constraints you must operate within. You would think your team and cabinet would know to stay consistent with that vision, but you will be surprised how quickly those principles are forgotten once they have access to the trappings of power. Know the tone you want set, plan who should lead your most important files, select a small number of 100-day wins and drive them relentlessly to sustain the post-election euphoria, instilling trust and confidence among citizens. Quick wins build confidence that you are having an impact, both within government and among citizens. Anchored to the election platform, these early successes signal the government’s ability to deliver and sends a bold message about the government’s commitment to its priorities.

3. Your government will only be as strong as your team. The person who controls your diary is the most important person in your life – if your calendar does not reflect your priorities, then you will be ineffective. Making sure you get the right staff in your office will be crucial for your success. You won’t be able to do it all personally; you need staff you can trust, who have the right instincts and will help guide the government in a manner consistent with your vision. This includes your cabinet. Ministers need to be carefully selected to deliver your priorities. If health is going to be your number one area, make sure you choose your best minister to be responsible for health. And remember that a good opposition spokesperson doesn’t necessarily make a good minister.

Equally important are your machinery of government, senior civil servants and agencies. Leaders should assess whether existing government structures support their priorities, and make necessary adjustments. This might include restructuring cabinet committees, creating efficient reporting processes or establishing a Delivery Unit to monitor progress on key priorities. Set up the government machine so you can drive it; don’t let it drive you.

4. Communicate consistently. Effective communication ensures alignment within government and builds public trust. Leaders should repeat their vision, priorities and progress across all communications. Every press release, public statement and announcement should reinforce the government’s goals. Appointments are symbolic of the government’s direction; communicate them with purpose, ensuring they are framed consistently with the administration’s priorities. This repetition fosters clarity and trust among citizens, stakeholders and civil servants alike.

We can’t stress this principle enough. Communicate your vision and be 100 per cent consistent with it. Citizens judge governments on their actions, and what you do communicates your values.

Your Window to Shape Perception

The first 100 days offer a unique opportunity for leaders to define their government’s character and direction. By integrating these four principles, leaders can navigate the complexities of the first 100 days, demonstrating their capability while setting the foundation for long-term success.

Everything you do in the first 100 days counts. Decisions made in this window shape perceptions and determine whether a government is seen as decisive and capable or chaotic and ineffective. Big mistakes and a failure to set the tone right can come to haunt you for the rest of your term.

At TBI, we believe that effective leadership is not just about having a vision – it’s about delivering on it. Through strategy, policy and delivery, all enabled by technology, we help leaders worldwide turn bold ideas into reality. This journey begins with the first 100 days.

Our Credentials

• Kurt Mclauchlan is TBI Senior Advisor for Government Strategy & Policy and former Senior Advisor to Jacinda Ardern, New Zealand.

• Tuulia Pitkanen is TBI Senior Advisor and former Chief of Staff to Sanna Marin, Finland.

• Justin To is TBI Senior Director for Economic Prosperity and former Deputy Director of Policy to Justin Trudeau, Canada.

• Sameer Anwar is TBI Senior Advisor for Delivery and has advised more than 20 heads of state globally on strategy and delivery.

• Lucy Isotta is TBI Global Director for Delivery, with two decades of experience advising leaders internationally.

Quote from Tony Blair taken from his 2024 book On Leadership: Lessons for the 21st Century.