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Sinopsis
For senior managers making a leadership transition, it is critical to engage with the new role rapidly to permit a seamless changeover and to ensure that the staff remains engaged and focused. This handy guide provides you with the structure and guidance you need to minimise disruption and maximise performance during the crucial first 100 days.
Written by Peter Fischer, an industrial psychologist and psychotherapist, the book provides you with tried and tested models and self-assessment techniques which allow you to manage expectations, build key relationships and drive through change during your first three months "in charge".
The first part of the book deals with the common problems faced by new managers in the early days of a new post, shows the right questions to ask and also provides really helpful advice on issues such as how to deal with a disappointed contender.
The second part of the book looks at the problems faced by new appointees in different scenarios, including: internal promotion; external hire; big predecessor and little successor, the young high-potential manager and the overseas assignment.
If you are a new manager, no matter the circumstances of your appointment, this book identifies all the problems you are likely to face, shows you how to deal with them, and allows you to "hit the ground running" in your new role.
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Acerca del autor
Peter Fischer is an industrial psychologist and psychotherapist. He is the founder of FGi and for more then 15 years has supported senior executives in taking over new assignments, in change processes and in personal transitions. He has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.
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Part I The seven building blocks of successful leadership transition
Building Block 1 Managing expectations proactively
'Have a go at it - I have full confidence in you!'
The expectations of the employees
The expectations of colleagues
Expectations entailed in taking over a managerial position in a foreign country
Develop expectations actively
Building Block 2 Developing the key relationships
On dealing with disappointed rivals and hidden competitors
The significance of colleagues in the change of leadership
The predecessor - the hidden competition
Invitations better refused
Networking - developing power and influence
Building Block 3 Constructively analysing the initial situation
Discover the corporate culture
Sort through the issues
Gather the facts
Determine the potential for innovation
Seek resources on which you can build
Building Block 4 Establishing a set of motivating goals
What do employees look for in a change of leadership?
Designing a communicable set of goals
Avoiding the pitfalls when formulating goals
Visions - looking to the future
Building Block 5 Fostering a positive climate for change
Ask an appreciative question, get an appreciative response
Deal positively with scepticism
Climate - the basis of all change
Building Block 6 Initiating changes effectively
Strong signals for change
If I want to change something, I must do something different
Timing in leadership transition
Some obstacles to the management of change
Building Block 7 Using symbols and rituals
The significance of symbols and rituals in the process of leadership transition
Rituals of transition and change
Symbols and rituals of a new corporate culture
Part II Seven case studies illustrating successful leadership transition
Case Study 1 The internal promotion
The initial situation: 'It's good that nothing has changed'
The typical problems of internal promotions
What can you do?
Case Study 2 Entrepreneur wanted: the external candidate
The initial situation of the newcomer
The typical problems of the external manager
What can you do?
Case Study 3 The big predecessor and the little successor
The initial situation: in the shadow of the predecessor
The typical problems of the successor
What can you do?
Case Study 4 The young high-potential manager
The initial situation: scepticism and reserve
The typical problems of the high-potential manager
What can you do?
Case Study 5 The long-drawn-out start
The initial situation: the long-drawn-out start
The typical problems of the long-drawn-out start
What can you do?
Case Study 6 The assignment abroad
The initial situation: the expatriate
The typical problems of the expatriate
What can you do?
Case Study 7 Learning at headquarters: the challenge of managers from foreign subsidiaries
The initial situation: the manager from a foreign subsidiary
The typical problems of the manager from a foreign subsidiary
What can you do?
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- EditorialKogan Page
- Año de publicación2007
- ISBN 10 0749447648
- ISBN 13 9780749447649
- EncuadernaciónTapa dura
- IdiomaInglés
- Número de edición1
- Número de páginas192
- Contacto del fabricanteno disponible
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