The New Leader's 100-Day Action Plan E-Book

George B. Bradt

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 297

Veröffentlichungsjahr: 2016

Beschreibung

Entering a new leadership role? Leading a reorganization or integrating teams? Get better results faster by building and implementing your 100-Day Action Plan Your first 100 days in a new leadership position are critical, as they set the foundation for your team's success going forward. The New Leader's 100-Day Action Plan helps you start gaining traction even before your first day in a new job. The playbook gives you a concrete strategy for getting a fast start--engaging the culture, setting direction, aligning the team, avoiding common missteps, and delivering results. This new fourth edition has been updated with new graphics and downloadable tools, and expanded with new information learned from real-world clients over the past twelve years. Many organizations, regardless of size, industry, or geography, realize that it is strategically imperative to effectively onboard leaders into new roles and combine teams during M&A and reorganization. New thinking for new teams provides ways to get quick results with key business initiatives, and new discussions on cultural fit and evolution to help you better contribute to your organization's success. Updated stories and case studies provide real-life glimpses at how successful leaders navigate tricky situations, and extensive online tools point you toward additional resources as the need arises. 40 percent of new leaders fail within the first eighteen months on the job. When a new leader drops the ball, it's at the expense of the team, the organization, and the leader's track record. Successful leaders start leading and delivering immediately. This book shows you how to start getting results right away and dramatically increase your chances for success--by systematically shaping your leadership with intent. * Take control from the start * Expect the surprises and avoid the mistakes * Manage your message and shape culture * Set direction and build an aligned leadership team * Fuel momentum and deliver results Your new leadership role begins the moment you accept the offer, the deal is done, or the re-organization is announced. The New Leader's 100-Day Action Plan gives you a concrete framework for successful leadership and a clear roadmap to the critical first 100 days.

Leseprobe

CONTENTS

Cover

Title Page

Copyright

Acknowledgments

Executive Summary

Chapter 1: Position Yourself for Success: Get the Job. Make Sure It Is Right for You. Avoid Common Land Mines.

Culture First

Sell Before You Buy

The Seven Deadly Land Mines

Do Your Due Diligence Before You Accept the Job Offer

Mitigate Risk Before You Accept a Job

Position Yourself for Success: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 2: Leverage the Fuzzy Front End: Jump-Start Relationships. Listen, Learn, and Plan Before Day One.

Create Time, Take Action

Choose the Right Day to Be Day One

The Longer the Better

1. Determine Your Leadership Approach Given the Context and Culture You Face

2. Identify Key Stakeholders

3. Craft Your Entry Message Using Your Current Best Thinking

4. Jump-Start Key Relationships and Accelerate Your Learning Before Day One

5. Manage Your Personal and Office Setup

6. Plan Your Day One, Early Days, and First 100 Days

Leverage the Fuzzy Front End: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 3: Take Control of Day One: Make a Powerful First Impression. Confirm Your Entry Message.

What Are You Going to Do on Day One?

Make Careful Choices about Your Day One Plan

Don't Reinvent the Wheel: Start with This Prototypical Agenda

Leverage Your Agenda as a Symbol of What's Important

Choose Location, Signs, and Symbols with Care: People Will Notice

Don't Necessarily Go to Where Your Boss Is

Leverage Your Message on Day One

Be Present

Be Mindful of the Unintended Consequences

Dress to Fit In

What Not to Do on Day One

Take Control of Day One: Summary and Implications

Chapter 4: Activate Ongoing Communication: Establish Leadership and Begin Cultural Transformation.

Where to Start and What You Need to Know

Use Your Communication to Drive Engagement

Consider What Drives Happiness

Maslow's Needs

Communication Engagement Levels

Become the Narrator-in-Chief

Touch Points

Monitor and Adjust

Know Your Message. Live Your Message

Repeat the Message

Celebrate Early Wins

Reinforce

Activate Ongoing Communication: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 5: Pivot to Strategy: Co-Create the Burning Imperative by Day 30.

Creating the Burning Imperative

Don't Hesitate to Burn Rubber on the Way to a Burning Imperative

Burning Imperative Components

Make It Happen

Workshop Attendance and Timing

Follow through Consistently

Focus

Pivot to Strategy: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 6: Drive Operational Accountability: Embed Milestones by Day 45 and Early Wins by Day 60.

Capture the Milestones

Follow through—Or Don't Even Start

Milestones Are Checkpoints along the Way to a Defined Goal

Manage Milestone Updates with a Five-Step Process

Use Milestone Management to Lead Postmerger Integration

Use Milestone Management at the Board Level

Early Wins

Use Early Wins to Prove the Benefits in a Postmerger Integration

Don't Wait Too Long to Build Momentum

Focus on the Results with the Most Impact

Champion the Champions

Redefine Success

Charter the Team for the Win

Celebrate Early Wins and Significant Milestones along the Way

Drive Operational Accountability: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 7: Strengthen the Organization: Get the Right Team in Place by Day 70.

The Structure and Roles Themselves Can Be the Cause of Problems

A Framework for Planning

When Things Aren't Working, Don't Wait…

…And, When Things Are Working, Stick with the Plan

Don't Let One Bad Apple Spoil the Batch

Keep People in the Right Roles

Cut the Pain Out Early (or, at Least, as Early as Practical)

How Fast Should You Move on the Team?

A Pivotal Leadership Moment

Using Role Sort to Accelerate Change in Postmerger Integration

Map Performance and Role

Developing Future Capabilities

Strong Performers and the Three Goods

Strengthen the Organization: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

Chapter 8: Keep Building: Evolve Your Leadership, Practices, and Culture to Deliver Results.

Evolve Your Leadership

Evolve Your Practices

Evolve Your Culture

Think Differently

Adjust to the Inevitable Surprises

Keep Building: Summary and Implications

Additional Articles and Tools on www.onboardingtools.com

References and Further Reading

About the Authors

Index

End User License Agreement

List of Tables

Table 1.1

Table 1.2

Table 4.1

Table 7.1

Table 7.2

Table 8.1

Table 8.2

List of Illustrations

Figure 0.1

Figure 0.2

Figure 1.1

Figure 1.2

Figure 2.1

Figure 2.2

Figure 2.1

Figure 2.3

Figure 7.1

Guide

Cover

Table of Contents

Begin Reading

Chapter 1

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The New Leader's 100-Day Action Plan

Fourth Edition

How to Take Charge, Build or Merge Your Team, and Get Immediate Results

George B. Bradt

Jayme A. Check

John A. Lawler

Cover image: ©iStockphoto.com/Zoran Milic

Cover design: Wiley

Copyright © 2016 by George B. Bradt, Jayme A. Check, and John A. Lawler. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750–8400, fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748–6011, fax [phone], or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

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Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: Bradt, George B. | Check, Jayme A. | Lawler, John A.

Title: The new leader's 100-day action plan: how to take charge, build or merge your team, and get immediate results/George B. Bradt, Jayme A. Check, John A. Lawler.

Description: 4th Edition. | Hoboken: Wiley, 2016. | Revised edtion of The new leader's 100-day action plan, 2011. | Includes bibliographical references and index.

Identifiers: LCCN 2015038533 | ISBN 9781119223238 (cloth)

Subjects: LCSH: Leadership—Handbooks, manuals, etc.

Classification: LCC HD57.7 .B723 2016 | DDC 658.4/092—dc23 LC record available at http://lccn.loc.gov/2015038533

Acknowledgments

We did not write this book as much as discover it. To a large degree, it is the product of all the transitions that have influenced all the people who have ever influenced us. Throughout our careers, we have learned by doing, by watching, and by interacting with a whole range of leaders—bosses, coaches, peers, subordinates, partners, and clients. We end every PrimeGenesis interaction with two questions: What was particularly valuable? How can we make it even more valuable? It is amazing what you can learn by asking.

What you have in your hands was born of continuing to ask those questions and the realization that onboarding is a crucible of leadership. Done poorly, it results in a lot of pain for a lot of people. Done well, the benefits are amazing, positively transforming leaders, organizations, and teams.

We would need a separate book to credit all the people who have had the most positive influence on us over the years. But we must acknowledge the contributions of our past and current partners at PrimeGenesis. Their fingerprints are all over this book as we all work these ideas every day.

In particular, we thank Jorge Pedraza, who was one of the founding partners of PrimeGenesis and one of the original coauthors of this book through its first, second, and third editions. Aside from being a brilliant thought leader and team leader, Jorge is easily the best author among us. So if you're reading a passage in this book that seems particularly well written, Jorge probably originally crafted it.

We are indebted to the clients of PrimeGenesis on several levels. We are the first to admit that we have learned more from them than they have from us. We give our clients complete confidentiality, so we have masked individuals' and companies' names in the stories involving any of our clients. We are blessed to have the opportunity to work with an extremely diverse group of clients. They run the gamut from the multinational to the small, from public company to private, from for-profit to not-for-profit. The executives we work with come from many industries, from almost every discipline imaginable, and from many parts of the world. With every client, we have learned something new. Clients inspire, challenge, and teach us on a daily basis, and for that we are grateful. You can learn more about our list of clients on our website at www.PrimeGenesis.com.

We also thank the readers around the world whose enthusiastic embrace of the ideas in this book has kept us motivated to keep it current. We have the good fortune of truly engaged readers who download tools and interact with us on a daily basis from around the globe. We thank you for buying the book, passing it on, and reaching out to us to share your ideas, praise, constructive criticism, successes, and truly insightful questions.

Abounding gratitude to George's editor at Forbes, Fred Allen, and our editor at John Wiley & Sons, Richard Narramore. Each of them has nurtured our ideas and gently pushed us to make them better across the years.

And, finally, to our families and loved ones. We deeply appreciate your unending encouragement and support along the way.