Signing the contracts is not the end of succession — it is the beginning of a new chapter. Many transitions that look solid in theory falter in practice because leadership alignment, communication, or cultural stability is neglected.
The first 100 days after an MBO, ELBO, or EOT are the most vulnerable period. Employees are watching for signs of continuity. Customers and suppliers want reassurance. New owners are adjusting to responsibilities they have never carried before. A clear plan reduces uncertainty and builds confidence.
The Goals of the First 100 Days
The objectives for this period are simple but critical:
- Leadership alignment: Clarify roles, responsibilities, and decision-making.
- Stability for staff and clients: Reassure people that the business remains steady.
- Quick wins: Achieve early successes to build trust in the new ownership.
- Cultural continuity: Reinforce values and behaviours that define the business.
- Governance rhythm: Embed meeting and reporting structures.
Core Components of a 100-Day Plan
1. Leadership Alignment
- Define who makes which decisions.
- Agree on boundaries between managers and the board or trust.
- Schedule regular check-ins to maintain alignment.
2. Communication to Staff
Employees want to know three things: What has changed? What has stayed the same? What does this mean for me?
- Hold an all-staff briefing in the first week.
- Reinforce job security and continuity of culture.
- Issue FAQs to address common questions.
3. Communication to Customers and Suppliers
- Personally contact top customers within 30 days.
- Confirm supplier contracts and payment cycles.
- Issue a statement from the founder endorsing the new ownership team.
4. Operational Continuity
- Monitor cash flow daily in the first month.
- Double-check payroll, invoicing, and supplier payments.
- Keep compliance and regulatory obligations current.
5. Quick Wins
- Reintroduce a small staff benefit.
- Celebrate client wins or anniversaries.
- Launch a “listening tour” where new owners engage directly with employees.
6. Coaching and Support
New owners may need structured guidance to step into their roles. Coaching ensures:
- Confidence in decision-making.
- Financial literacy around debt and capital management.
- Stronger leadership presence with staff and clients.
- Accountability to governance and reporting structures.
7. Governance Rhythm
Succession requires discipline, not just goodwill.
- Weekly tactical meetings.
- Monthly financial reporting and board sessions.
- Quarterly employee engagement or trust updates.
Sample 100-Day Timeline
| Period | Key Actions |
| Days 1–7 | Announce transition, hold staff briefing, stabilise cash flow. |
| Days 8–30 | Customer outreach, leadership check-ins, first advisory board meeting. |
| Days 31–60 | Launch employee engagement initiative, implement KPI dashboard. |
| Days 61–90 | First cultural “quick win,” governance cadence fully embedded. |
| Days 91–100 | Review performance, celebrate progress, publish 12-month plan. |
Case Snapshot: Queensland Services MBO
A Queensland-based services firm completed an MBO in 2023. The new owners, though experienced managers, initially struggled with decision-making authority. With structured coaching and a 100-day plan that emphasised staff communication and early wins, the transition stabilised quickly. Client retention was maintained, staff confidence increased, and the leadership team was able to present a new 12-month strategy by day 100.
Lesson: A disciplined 100-day plan reduces uncertainty and accelerates trust in new ownership.
Common Pitfalls
- Silence: Lack of communication creates rumours and anxiety.
- Over-ambition: Trying to change everything at once destabilises operations.
- Founder interference: Remaining owners undermining authority by not stepping back.
- Unclear roles: Confusion in leadership responsibilities leads to conflict.
Key Takeaways
- The first 100 days after succession are critical to stabilising the business.
- Focus on leadership alignment, clear communication, and operational continuity.
- Quick wins build momentum and staff confidence.
- Coaching helps managers grow into owners during this vulnerable period.
- Governance discipline must be embedded early to ensure sustainability.
Next Chapter: Case Studies — Internal Succession in Action
We will explore real-world examples of MBOs, ELBOs, and EOTs, including Australian cases, and extract lessons for founders considering succession.