Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Bringing them together right away might be a mistake, because some will hesitate to reveal their views in a public forum. How can good companies, mediocre companies, even bad companies achieve enduring greatness? Meet with your boss again to discuss your observations. Meanwhile, Elena focused on a critical aspect of the business: evaluation of customer satisfaction and the quality of service. For three years, I have explored these issues by studying dozens of leadership transitions at all levels, by designing transition acceleration programs for leading companies, and by developing an online performance-support tool for new leaders. Land Mines What lurking surprises could detonate and push you off track? The second wave of change addresses more fundamental issues of strategy, structure, systems, and skills to reshape the organization. Realignment Dealing with deeply ingrained cultural norms that no longer contribute to high performance.
You have to strive for early wins in areas that are important to your boss, and be in a good standing with the people that your boss values. Far too many new leaders like Claire Weeks do a poor job of diagnosing their situations and tailoring their strategies accordingly. I might listen again and jot down notes and look at the graphs more intently. Because efficient and effective learning reduces your window of vulnerability: You can identify potential problems that might erupt and take you off track. Plan your early wins so they help you build credibility in the short run and lay a foundation for your longer-term goals. I haven't listened to other books so couldn't comment Did you have an emotional reaction to this book? Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In the personal and professional tumult of a transition, you will have to work hard to maintain your equilibrium and preserve your ability to make good judgments.
In realignment and sustaining-success situations, you can afford to take more time to learn and plan. If efforts to turn around the business fail, the result is shutdown or divestiture. Geographic changes can present the greatest diversity in culture. Create alliances Formal authority is never enough for a big enough win. The point is to define your goals so you can lead with a distinct endpoint in mind.
As Ram Charan and his colleagues have noted, managers face critical breakpoints as they move from being first-time managers to managers of managers and all the way up to enterprise managers. Realignments and sustaining-success situations differ comparably. The examples that it presents are very useful in tiying up all the theory it adresses. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. Transitions are a critical time for leaders. You will learn how things work at interfaces among functional areas within the company.
How people answer can also tell you a lot about your new team and its politics. How will you introduce yourself? Three basic tools are self-discipline, team building, and advice and counsel. Talking to people with different points of view will deepen your insight. But they are also periods of acute vulnerability, because you lack established working relationships and a detailed understanding of your new role. This means carefully planning for a series of critical conversations about the situation, expectations, style, resources, and your personal development. Then move to the first week. Done well, this helps the new leader to build momentum and deepen his or her own learning.
How does this one compare? I was struck by how few companies invested in helping their precious leadership assets succeed during transitions—arguably the most critical junctures in their careers. Accustomed to managing with authority and making the calls, she had a high need for control and a tendency to micromanage. Of course, this has its drawbacks too, because you have to meet people in some order. You need to climb the learning curve as fast as you can in your new organization. How should you compile your early list of guiding questions? But every leadership failure—whether an outright derailment or a less dramatic underperformance— is costly for the organization as well. A learning agenda crystallizes your learning priorities: What do you most need to learn? The survey was sent to the heads of human resources at a random sample of 100 Fortune 500 companies.
Success may consist of a small loss of market share in the face of concerted attack by competitors or the eking out of a few percentage points of top-line growth in a mature business. If you succeed in building the right team around you, you can have incredible leverage in value creation. Though these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Would you recommend this audiobook to a friend? It is surprising, therefore, that few companies pay much attention to accelerating leadership transitions. The key, then, is to match your strategy to the situation. People want to continue to see themselves as successful. .
People are motivated to succeed. This pattern is like exercising your right arm and ignoring your left: The strong arm gets stronger and the weak one atrophies. Julia ran into trouble early on. Did it make you laugh or cry? Those who have had such training invariably prove to be either human resources professionals or former management consultants. How about your customer service? How can you be sure to embrace the challenges of your new position? This may subside with time.
What has made you successful so far in your career? While covering the 1st 90 days comprehensively in the 1st qtr of the book, the remainder covers supporting material that provided great depth in areas that I did not expect e. In a turnaround you take on a unit or group that is recognized to be in trouble and work to get it back on track. A strong team may already be in place. Which portions of your unit are in start-up, turnaround, realignment, and sustaining-success modes? Most new leaders experience the same feelings. Then sum the three columns and the five rows. Julia Gould failed because she was unable to make the leap from being a strong functional performer to taking on a crossfunctional, project management role. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated.
Keep in mind that you are being asked about your intrinsic interests, not your skills or experience. Keep in mind that you need to listen to key people both inside and outside the organization see figure 2-1. As you start to interact with your new boss, or to figure out where to get some early wins, or to build supportive coalitions, it will be critical for you to gain additional insights. One is a simple failure even to try to understand the history of the organization. A long tradition of hiring from within makes it difficult for organizations to adjust to senior-level managers who are viewed as outsiders.