The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results
George B. Bradt, Jayme A. Check, Jorge E. Pedraza
Language: English
Pages: 352
ISBN: 1118097548
Format: PDF / Kindle (mobi) / ePub
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 relationship with 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 an "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 new leadership roles, accelerate their results, and reduce turnover.
With new chapters and sample action plans, the third edition:
- Helps you assess the internal political culture you'll be facing
- Explains why your new job doesn't start on "Day 1" but on the day you accept the offer--and how to use the valuable time before "Day 1"
- 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
The third edition also includes a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders.
Discover the right approach for your new role and engage your new colleagues by fully understanding the unwritten rules of the new context. The New Leader's 100-Day Action Plan helps deliver better results faster.
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The Power of Business Process Improvement (2nd Edition)
Core Management for HR Students and Practitioners (2nd Edition)
Evaluating. Champion athletes know that the race begins long before the starting gun is fired. While this is a cliché in the world of sports, it’s barely recognized in the business world. It is startling how rarely executive leaders make the most of the early stages of onboarding and particularly those first contacts with the new organization. So here’s our tip: Your new assignment started as soon as you learned you were a candidate. Act accordingly. Be prepared. Strategize. Spend the time and.
Welcomes feedback from your internal board. Candidates for your internal board are people who are going to have an undue influence on your boss or your ability to get things done. Think in terms of your key peers. Think in terms of people who have been with your boss for a long time, of people who seem to enjoy the mentor role, of people who are trusted advisors within the organization, or of key founders who may not have a significant role in the day-to-day operations, but still wield.
Whiteboard in my office. I think on a whiteboard. My office here didn’t have one.” The HR person sitting in promised to make sure there was a whiteboard in Gerry’s office before he got there, so Gerry could “think!” Everything Communicates . . . and Not Always as Intended Robert had joined a high-tech consulting company as the general manager of delivery and operations. Robert was tasked with professionalizing the firm’s project management approach, and he smartly figured out that his task.
Time. • Move low performers in wrong role to a better role now. Some of your most painful choices are going to be in this area. This is one of those areas where trying to please everybody will lead to pleasing nobody. Choosing to act on people who are in the wrong roles now or will soon be in the wrong roles is generally not the most enjoyable part of leadership. But it is an essential part. QUESTIONS YOU SHOULD ASK YOURSELF • Am I moving at the right speed to get the right people in the.
If not everything here. All we’re doing is reminding you of some simple, basic principles that will help you be as effective as you can be.” APPENDIX I Leadership Part I of our book is called “Create Your New Leadership Role.” We’ve broken down the components of communicating and creating leadership into a set of basic elements. Use these as a checklist to make sure you are consistently creating your own leadership potential. 1. Listen first. Good leaders are good connectors. They listen and.