Strategic Leadership and Management

Program for New Mayors: First 100 Days
Offering leadership training to a select group of recently elected mayors to help them excel in their new role, this program supports U.S. mayors to bring positive change to their communities.
News: Meet the Third Class of the Program for New Mayors: First 100 Days
Newly elected mayors require a unique set of tools to be successful during their transition and first year in office. The Program for New Mayors: First 100 Days, developed by the Bloomberg Center for Cities at Harvard University in collaboration with the Institute of Politics at Harvard University and the U.S. Conference of Mayors, anchors on two key themes: Becoming Mayor and Building the Team and Coalitions.
This year’s program will take place from December 4–December 6, 2024.
Harvard professors Kimberlyn Leary and Mitchell Weiss serve as Faculty Co-Chairs of the program.
Participation
Eligibility
The Program for New Mayors helped me understand that the first 100 days are crucial for laying the foundation of a successful administration. We're now applying that insight daily as we build the Parker administration, making every moment count.Mayor Cherelle Parker
Philadelphia, Pennsylvania

Lafayette, Louisiana Mayor Monique Boulet with fellow participants of the Program for New Mayors in December 2023.
I’ve taken a more thoughtful and deliberate approach to how I exercise power in my city, and what types of power I employ in different situations.Mayor Jim Penniman-Morin
Cedar Park, Texas
88%
of surveyed participants reported improvements in their ability to identify and utilize their influence to advance their mayoral agenda.
Planning for the Future, Managing the Unexpected

Newport News, VA – Mayor Phillip Jones
Planning for the Future, Managing the Unexpected
After a shooting at a local school four days before his inauguration, Mayor Phillip Jones pivoted his 100-day plan to focus on improving school safety and well-being. He drew on lessons from the Program for New Mayors to build strong relationships within the school district, even without formal oversight. He also managed his time strategically, using an audit tool introduced during the program. It allowed him to compare how he intended to spend time with his actual time allocation.
In addition to leading in crisis, the mayor created two positions, Chief Innovation Officer and a federal lobbyist position, to further his vision of attracting more investments to the city, fostering economic development, prioritizing public safety, and building alliances within and beyond the city council to enact transformative change.
Featured Resource
This teaching case presents the stories of three leaders who took the helm under varying circumstances.