Book description
The New Leader's 100-Day Action Plan, and the included downloadable forms, has proven itself to be a valuable resource for new leaders in any organization. This revision includes 40% new material and updates -- including new and updated downloadable forms -- with new chapters on:
A new chapter on POSITIONING yourself for a leadership role
A new chapter on what to do AFTER THE FIRST 100 DAYS
A new chapter on getting PROMOTED FROM WITHIN and what to do then
Table of contents
- Copyright
- ACKNOWLEDGMENTS
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INTRODUCTION: An Executive Summary of the Onboarding Process
- People-Plans-Practices—P3
- Tactical Capacity
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The 100-Day Action Plan
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Part I Create Your New Leadership Role
- Chapter 1: Position Yourself for a New Leadership Role or Promotion
- Chapter 2: Sell before You Buy: Answer the Only Three Interview Questions
- Chapter 3: Map and Avoid the Most Common Land Mines
- Chapter 4: Do your Due Diligence on the Organization, Role, and Fit
- Chapter 5: Act Differently When You Are Promoted from Within
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Part II Take Control of Your Own Start
- Chapter 6: Embrace the Fuzzy Front End and Make It Work for You Before You Start
- Chapter 7: Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock
- Chapter 8: Drive Action with an Ongoing Communication Campaign
- Chapter 9: Take Control of Day One: Make a Powerful First Impression
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Part III Your 100-Day Action Plan
- Chapter 10: Embed a Strong Burning Imperative by Day 30
- Chapter 11: Exploit Key Milestones to Drive Team Performance by Day 45
- Chapter 12: Overinvest in Early Wins to Build Team Confidence by Day 60
- Chapter 13: Secure ADEPT People in the Right Roles with the Right Support by Day 70
- Chapter 14: Evolve People, Plans, and Practices to Capitalize on Changing Circumstances
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Part I Create Your New Leadership Role
- Make This Book Work for You
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I. CREATE YOUR NEW LEADERSHIP ROLE
- 1. Position Yourself for a New Leadership Role or Promotion
- 2. Sell Before You Buy: Answer the Only Three Interview Questions
- 3. Map and Avoid the Most Common Land Mines
- 4. Do Your Due Diligence on the Organization, Role, and Fit
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5. Act Differently When You Are Promoted from Within
- 5.1. You Cannot Control the Context
- 5.2. It Is Hard to Make a Clean Break
- 5.3. There Is No Honeymoon
- 5.4. Prepare in Advance
- 5.5. Take Control of Your Own Transition
- 5.6. Accelerate Team Progress after the Start
- 5.7. Promoted from Within—Summary and Implications
- 5.8. Downloadable TOOL 5.1: Announcement Cascade Checklist
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II. TAKE CONTROL OF YOUR OWN START
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6. Embrace the Fuzzy Front End and Make It Work for You before You Start
- 6.1. Choose the Right Day to Be Day One
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6.2. Create Time, Take Action
- 6.2.1. Identify Your Key Stakeholders
- 6.2.2. Craft Your Message
- 6.2.3. Manage Your Office Setup
- 6.2.4. Manage Your Personal and Family Setup
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6.2.5. Conduct Prestart Meetings and Phone Calls
- 6.2.5.1. Leverage the Fuzzy Front End to Get Real Answers
- 6.2.5.2. What You See as Possible, Just Might Define You
- 6.2.5.3. Prestart Conversations Have a Cascading Impact
- 6.2.5.4. Do Not Miss the Importance of New or Hidden Stakeholders
- 6.2.5.5. If They Can Have Early Influence, It Is Better to Meet Them Now
- 6.2.5.6. Discover Problems Early On
- 6.2.6. Deploy an Information-Gathering and Learning Plan
- 6.2.7. Use Your Learning to Draft Your 100-Day Plan before Day One!
- 6.3. Fuzzy Front End—Summary and Implications
- 6.4. Downloadable TOOL 6.1: 100-Day Checklist
- 6.5. Downloadable TOOL 6.2: Stakeholder List
- 6.6. Downloadable TOOL 6.3: Onboarding Conversation Framework
- 6.7. Downloadable TOOL 6.4: Relocation Checklist
- 7. Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock
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8. Drive Action with an Ongoing Communication Campaign
- 8.1. Plan the Campaign
- 8.2. Seed
- 8.3. Launch
- 8.4. Cascade Milestones
- 8.5. Institutionalize the Change
- 8.6. Where to Start and What You Need to Know
- 8.7. Beware the Unintended Consequences of Throwaway Comments
- 8.8. Remember It's Not What You Say That Counts—It's What They Hear
- 8.9. Communication—Summary and Implications
- 8.10. Downloadable TOOL 8.1: Communication Campaign Milestones
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9. Take Control of Day One: Make a Powerful First Impression
- 9.1. What Are You Going to Do on Day One?
- 9.2. Make Careful Choices about Your Day One Plan
- 9.3. Don't Reinvent the Wheel—Start with Our Prototypical Agenda
- 9.4. Leverage Your Agenda as a Symbol of What's Important
- 9.5. Choose Location, Signs, and Symbols with Care—People Will Notice
- 9.6. Understand the Culture
- 9.7. Don't Necessarily Go Where Your Boss Is
- 9.8. Leverage Your Message on Day One
- 9.9. Be Present
- 9.10. Be Mindful of the Unintended Consequences
- 9.11. Dress to Fit In
- 9.12. What Not to Do on Day One
- 9.13. Day One—Summary and Implications
- 9.14. Downloadable TOOL 9.1: Day One Checklist
- 9.15. Downloadable TOOL 9.2: New Manager's Assimilation Session
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6. Embrace the Fuzzy Front End and Make It Work for You before You Start
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III. YOUR 100-DAY ACTION PLAN
- 10. Embed a Strong Burning Imperative by Day 30
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11. Exploit Key Milestones to Drive Team Performance by Day 45
- 11.1. Follow Through—Or Don't Even Start
- 11.2. Milestones Are Checkpoints along the Way to a Defined Goal
- 11.3. Manage Milestone Updates with a Three-Step Process
- 11.4. Use Milestone Management at the Board Level
- 11.5. Milestones—Summary and Implications
- 11.6. Downloadable TOOL 11.1: Milestones Management Process
- 12. Overinvest in Early Wins to Build Team Confidence by Day 60
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13. Secure ADEPT People in the Right Roles with the Right Support by Day 70
- 13.1. Strengths
- 13.2. Motivation
- 13.3. Fit
- 13.4. Don't Wait
- 13.5. Don't Let One Bad Apple Spoil the Batch
- 13.6. Keep People in the Right Roles
- 13.7. Cut the Pain Out Early
- 13.8. Cut the Pain Out Early (or, at Least, as Early as Practical)
- 13.9. How Fast Should You Move on the Team?
- 13.10. Map Performance and Role
- 13.11. Secure ADEPT People in the Right Roles—Summary and Implications
- 13.12. Downloadable TOOL 13.1: Performance/Role Match Grid
- 14. Evolve People, Plans, and Practices to Capitalize on Changing Circumstances
- Critical Tools for Long-Term Leadership Success
- A. Leadership
- B. Situational Assessment
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C. Communication
- C.1. Words Are Only a Small Part of the Game
- C.2. Context or Frame
- C.3. Timing
- C.4. Style
- C.5. Body Language (Especially Eye Contact)
- C.6. Actions
- C.7. Inaction and Silence
- C.8. Rhythm and Repetition
- C.9. Visuals
- C.10. Second- and Third-Hand Channels
- C.11. Words
- C.12. Less Is More
- C.13. Once Is Never Enough
- C.14. Test for Reception, Understanding, Agreement, Enthusiasm
- C.15. Emotion Communicates
- C.16. Framers Win
- C.17. Sincerity and Passion Conquer All
- C.18. Downloadable TOOL A3.1: Culture Change Management
- C.19. Downloadable TOOL A3.2: Communication Planning
- C.20. Downloadable TOOL A3.3: Press Interviews
- C.21. Downloadable TOOL A3.4: Crisis Management Checklist
- C.22. Downloadable TOOL A3.5: Crisis Communication Checklist
- D. Plans—Strategic Process
- E. People and Practices—Organizational and Operational Processes
-
REFERENCES
- ABOUT THE AUTHORS
Product information
- Title: The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition
- Author(s):
- Release date: February 2009
- Publisher(s): Wiley
- ISBN: 9780470407035
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