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


George B. Bradt
Bok Engelsk 2016 · Electronic books.
Omfang
1 online resource (239 pages)
Utgave
4th ed.
Opplysninger
The New Leader's 100-Day Action Plan -- Contents -- Acknowledgments -- Executive Summary -- People-Plans-Practices -- Tactical Capacity -- Building Blocks of Tactical Capacity -- The 100-Day Action Plan -- Culture -- Communication-It Starts with Listening -- Chapter 1: Position Yourself for Success:Get the Job. Make Sure it is Right for You.Avoid Common Land Mines -- Chapter 2: Leverage the Fuzzy Front End: Jump-Start Relationships. Listen, Learn, and Plan Before Day One -- Chapter 3: Take Control of Day One:Make a Powerful First Impression.Confirm Your Entry Message -- Chapter 4: Activate Ongoing Communication: Establish Leadership and Begin Cultural Transformation -- Chapter 5: Pivot to Strategy:Co-Create the Burning Imperative by Day 30 -- Chapter 6: Drive Operational Accountability: Embed Milestones By Day 45 and Early Wins By Day 60 -- Chapter 7: Strengthen the Organization: Get the Right Team in Place By Day 70 -- Chapter 8: Keep Building: Evolve Your Leadership, Practices and Culture to Deliver Results -- Make This Book Work for You -- Chapter 1: Position Yourself for Success: Get the Job. Make Sure it is Right for You. Avoid Common Land Mines -- Culture First -- Netflix Reinvents Itself Again -- Army versus Navy -- Sell Before You Buy -- Thing 1 -- Thing 2 -- Thing 3 -- The Seven Deadly Land Mines -- Land Mine 1: Organization -- Land Mine 2: Role -- Land Mine 3: Personal -- Land Mine 4: Relationship -- Land Mine 5: Learning -- Land Mine 6: Delivery -- Land Mine 7: Adjustment -- Do Your Due Diligence Before You Accept the Job Offer -- Mitigate Risk Before You Accept a Job -- Organizational Risk -- Role Risk -- Personal Risk -- Now What? -- Position Yourself for Success: Summary and Implications -- Additional Articles and Tools on www.Onboardingtools.Com -- Tool 1.1 Brave Culture Assessment/Preference -- Tool 1.2 Risk Assessment.. - 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? -- Owning 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 -- Tool 3.1 Day One Checklist -- Tool 3.2 New Leader Assimilation -- Tool 3.3 New Owner Assimilation -- 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 -- Tool 4.1 Communication Guide -- 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 -- Jobs -- Rowling -- Pivot to Strategy: Summary and Implications -- Additional Articles and Tools on www.Onboardingtools.Com -- Tool 5.1 Burning Imperative Workshop.. - 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 -- Tool 6.1 Milestone Management -- Tool 6.2 Team Charter for Delivering Early Wins -- Tool 6.3 Problem Solving -- 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 -- Structure and Roles -- Role Requirements -- Right People in the Right Role -- Strengths -- Motivation -- Fit -- When Things Aren't Working, Don'T Wait&amp -- Hellip -- -- . . . 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 -- Tool 7.1 Role Sort.. - Tool 1.3 5Cs Situation Analysis -- Tool 1.4 Swot -- 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 -- Compare Role Expectations to Context Analysis -- Look at the Culture to Determine the Readiness for Change -- Determine Your Leadership Approach -- 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 -- Leverage the Fuzzy Front End to Get Real Answers and Perspective -- What You See as Possible Just Might Define You -- Prestart Conversations Have a Cascading Impact -- Accelerate Your Learning -- Strengths and Perceptions -- Expectations -- Implementation -- How to Manage the Process with Stakeholders -- Communication Preferences -- Disagreements -- 5. Manage Your Personal and Office Setup -- 6. Plan Your Day One, Early Days, and First 100 Days -- Manage Getting Promoted from within Differently -- Manage the Fuzzy Front End of a Merger/Acquisition Differently -- Manage the Fuzzy Front End of a Reorganization/Restart Differently -- Manage the Fuzzy Front End of an International Move Differently -- Leverage the Fuzzy Front End: Summary and Implications -- Additional Articles and Tools on www.Onboardingtools.Com -- Tool 2.1 100-Day Plan Worksheet -- Tool 2.2 Context Assessment -- Tool 2.3 ACES Context/Culture Map -- Tool 2.4 Communication Planning -- Tool 2.5 Onboarding Conversation Framework -- Tool 2.6 Personal Set-Up Relocation Checklist -- Tool 2.7 Office Set-Up Checklist -- Tool 2.8 Leadership Team Role Sort -- Tool 2.9 Leadership Team Pre-StartAlignment Session -- Tool 2.10 Announcement Cascade.. - Tool 7.2 Recruiting Brief -- Chapter 8: Keep Building: Evolve Your Leadership, Practices, and Culture to Deliver Results -- Evolve Your Leadership -- Evolve Your Practices -- People -- Plans -- Strategic Review, Refresh, and Plan -- Operational Review, Refresh, and Plan -- Performance Tracking -- Business Reviews and Plan Updates -- Milestone Updates and Adjustment -- Program Management -- Evolve Your Culture -- Three-Part Approach -- Culture-Shaping Tools -- Performance Feedback and Reviews -- Reward and Recognition -- Communication -- Think Differently -- Adjust to the Inevitable Surprises -- Major but Temporary -- Major and Enduring -- Keep Building: Summary and Implications -- Additional Articles and Tools on www.Onboardingtools.Com -- Tool 8.1 Quarterly Reviews -- Tool 8.2 Internal Communications -- Tool 8.3 Program Management -- Tool 8.4 Coaching and Support -- Tool 8.5 100-Hour Plan for CrisisManagement -- References and Further Reading -- About the Authors -- Index -- End User License Agreement.
Emner
Sjanger
Dewey
ISBN
9781119223245
ISBN(galt)

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