9781118097540

The New Leader's 100-Day Action Plan How to Take Charge, Build Your Team, and Get Immediate Results

by ; ;
  • ISBN13:

    9781118097540

  • ISBN10:

    1118097548

  • Edition: 3rd
  • Format: Hardcover
  • Copyright: 10/4/2011
  • Publisher: Wiley
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Summary

The authoritative updated and revised action plan for leaders entering new roles Your first 100 days in a new leadership role are critical to the success of your mission, your new team, and your career. Turnover is high among new leaders who "didn't work out" and the costs to them and their organizations are dramatic. The solution is for every new leader to have a comprehensive "onboarding" plan, This updated and revised Third Edition of the bestseller The New Leader's 100-Day Action Plan delivers expert guidance to prepare executives for their transitions, accelerate their results, and reduce turnover. This popular guide has been updated with three new chapters and three new appendices, including sample 100-day action plans. The Third Edition also includes a new 100-Hour Action Plan for crisis situations, which has already been adopted by the American Red Cross-enabling it to start doing in the second day after a disaster things that historically had not been possible until the sixth. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders. Helps you assess the business goals and internal political culture you'll be facing Explains the  "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment Includes downloadable forms to help you plan Provides advice for your bosses-so they'll know how to help you succeed Discover the right approach for your transition and engage your new colleagues by fully understanding the new context. The New Leader's 100-Day Action Plan gives you the most effective strategies to deliver better results faster and achieve all of your goals during your next move.

Author Biography

George B. Bradt has a unique perspective on helping leaders move into complex, high-stakes new roles. After graduating from Harvard and Wharton (MBA), George spent two decades in sales, marketing, and general management around the world at companies including Unilever, Procter & Gamble, Coca-Cola, and then J.D. Power as chief executive of its Power Information Network spin-off. Now, he is a principal of CEO Connection and managing director of PrimeGenesis, the executive onboarding and transition acceleration group he founded in 2002. George can be reached at gbradt@primegenesis.com.

Jayme A. Check offers a dynamic and global perspective gained from executive roles in firms ranging from start-ups to the Fortune 500 and leadership positions in sales, business development, and general management at companies including J.P. Morgan, Guidance Solutions, and Brice Manufacturing. In addition to being a PrimeGenesis founder and author of its onboarding and transition acceleration methodology, Jayme is President of Quantum Leap Associates, a firm focused on providing executives worldwide with authentic and measurable leadership skills. He earned a BS from Syracuse University and an MBA from UCLA's Anderson School. Jayme can be reached at jcheck@primegenesis.com.

Jorge E. Pedraza, PhD, is a former professor and a founding partner of PrimeGenesis. He helped develop the PrimeGenesis onboarding and transition acceleration methodology and has since deployed it to found and build Unison Site Management, the nation's leading independent cell site acquisition and management company. Jorge can be reached at jpedraza@primegenesis.com.

Table of Contents

Preface ix

Acknowledgments xiii

Introduction An Executive Summary of the

Onboarding Process xv

PART I BECOME THE BEST CANDIDATE FOR THE JOB.

CHAPTER 1 Position Yourself for a New Role 3

Tool 1.1 BRAVE Preferences (Downloadable) 16

Tool 1.1b BRAVE Preferences Guide (Downloadable) 18

Tool 1.2 Five-Step Career Plan (Downloadable) 20

CHAPTER 2 Sell before You Buy: Answer the Only Three Interview Questions 22

Tool 2.1 Negotiating Prep and Guidelines (Downloadable) 33

PART II DISCOVER YOUR NEW ROLE: IT'S ALWAYS MORE THAN YOU THINK IT IS.

CHAPTER 3 Map and Avoid the Most Common Land Mines 39

CHAPTER 4 Do Your Due Diligence before You Accept the Job Offer 51

Tool 4.1 Risk Assessment Checklist (Downloadable) 63

PART III TAKE CONTROL OF YOUR OWN START.

CHAPTER 5 Choose the Right Approach for the Business Context and the Culture You Face 69

Tool 5.1 Context Assessment Sheet (Downloadable) 81

Tool 5.2 Culture Assessment Sheet (Downloadable) 83

Tool 5.2b BRAVE Culture Assessment (Downloadable) 85

Tool 5.3 Context and Culture Map (Downloadable) 88

Tool 5.4 Contributor/Watcher Map (Downloadable) 89

CHAPTER 6 Embrace and Leverage the Fuzzy Front End before Day One 90

Tool 6.1 100-Day Checklist (Downloadable) 112

Tool 6.1b 100-Day Checklist—Sample: New Company (Downloadable) 115

Tool 6.2 Stakeholder Map (Downloadable) 117

Tool 6.3 Onboarding Conversation Framework (Downloadable) 118

Tool 6.4 Relocation Checklist (Downloadable) 120

CHAPTER 7 Take Control of Day One: Make a Powerful First Impression 122

Tool 7.1 Day One Checklist (Downloadable) 133

Tool 7.2 New Manager’s Assimilation Session (Downloadable) 134

CHAPTER 8 Motivate and Focus Your Team with Ongoing Communications (Including Social Media) 135

Tool 8.1 Broader Stakeholder Map (Downloadable) 153

Tool 8.2 Communication Guide (Downloadable) 154

Tool 8.3 Communication Campaign Milestones (Downloadable) 155

PART IV IMPLEMENT YOUR 100-DAY ACTION PLAN.

CHAPTER 9 Embed a Burning Imperative by Day 30 159

Tool 9.1 Burning Imperative Workshop Tool (Downloadable) 169

CHAPTER 10 Exploit Key Milestones to Drive Team Performance by Day 45 171

Tool 10.1 Team Milestones (Downloadable) 179

CHAPTER 11 Overinvest in Early Wins to Build Team Confi dence by Day 60 181

Tool 11.1 Team Charter Tool (Downloadable) 188

CHAPTER 12 Secure ADEPT People in the Right Roles and Deal with Inevitable Resistance by Day 70 189

Tool 12.1 Performance/Role Match (Downloadable) 203

CHAPTER 13 Evolve People, Plans, and Practices to Capitalize on Changing Circumstances 204

APPENDICES.

APPENDIX I Deploy Six Basic Elements of Leadership 213

APPENDIX II Complete a Situation Assessment to Inform Your Plan 220

Tool A2.1 5Cs Situation Analysis Guidelines (Downloadable) 223

Tool A2.2 SWOT Form (Downloadable) 226

APPENDIX III Leverage These 15 Secrets to Become a Great Communicator 228

Tool A3.1 Communication Planning Tool (Downloadable) 234

Tool A3.2 Press Interviews (Downloadable) 236

APPENDIX IV Bring More Discipline to Your Strategic Planning Process 237

APPENDIX V Manage People and Practices with Standardized Processes that Are Public and Visual 244

Tool A5.1 Role Scope (Downloadable) 252

APPENDIX VI Leading When You Were Promoted from Within or Internally Transferred 254

Tool A6.1 Announcement Cascade Checklist (Downloadable) 269

APPENDIX VII Leading a Department/Team Merger, Reorganization, or Restart 271

APPENDIX VIII The International Manager: Adapting and Building Trust When You’re a Foreigner 274

APPENDIX IX Leading through a Crisis: A 100-Hour Action Plan 278

Tool A9.1 100-Hour Action Plan for Crisis Management (Downloadable) 285

Tool A9.1b 100-Hour Action Plan for Crisis Management Guide (Downloadable) 287

APPENDIX X Onboarding: How Organizations and Supervisors Can Dramatically Boost the Odds of a New Leader's Success 289

APPENDIX XI Sample 100-Day Plans 301

Tool A6.1b 100-Day Checklist—Sample: New Company—Head of Marketing (Downloadable) 302

Tool A6.1c 100-Day Checklist—Sample: Promoted from Within from Comptroller to CFO (Downloadable) 304

Tool A6.1d 100-Day Checklist—Sample: New Country Manager—France (Downloadable) 306

References 309

About the Authors 311

Index 313

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