The new leader's 100-day action plan: how to take charge, build your team, and get immediate results

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 didnt work out and the costs to them and theirorganizations 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 Leaders 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 youll 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 theyll know how to help you succeed The third edition also includes a new 100-Hour Action Plan for crisis situations, which has beenadopted 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 Leaders 100-Day Action Plan helps deliver better results faster. INDICE: Preface. Acknowledgements 1 Introduction: An Executive Summary of the Onboarding Process. PART I Become the Best Candidate for the Job. 2 Position Yourself for a New Role. 3 Sell before You Buy Answer the Only Three Interview Questions. PART II Discover Your New Role It's Always More Than You Think It Is. 4 Map and Avoid Most Common Land Mines. 5 Do Your Due Diligence Before You Accept the Job Offer. PART III Take Control of Your Own Start. 6 Choose the Right Approach for the Business Context and Culture you Face. 7 Embrace and Leverage the Fuzzy Front End Before Day One. 8 Take Control of Day One: Make aPowerful First Impression. 9 Motivate and Focus Your Team With Ongoing Communications (Including Social Media). PART IV Implement Your 100-Day Action Plan.10 Embed a Burning Imperative by Day 30. 11 Exploit Key Milestones to Drive Team Performance by Day 45. 12 Over-invest in Early Wins to Build Team Confidence by Day 60. 13 Secure ADEPT People in the Right Roles and Deal with Inevitable Resistance by Day 70. 14 Evolve People, Plans and Practices to Capitalize on Changing Circumstances. Appendices. I Deploy Six Basic Elements of Leadership. II Complete a Situation Assessment to Inform Your Plan. III Leverage these 15 Secrets to Become a Great Communicator. IV Bring More Discipline to Your Strategic Planning Process. V Manage People and Practices with Standardized Processes that are Public and Visual. VI Leading When You Were Promoted From Within or Internally Transferred. VII Leading a Department/Team Merger, Re-Organization, or Re-start. VIII The International Manager: Adapting and Building TrustWhen Youre a Foreigner. IX Leading Through a Crisis: A 100-Hour Action Plan. X Onboarding: How Organizations and Supervisors Can Dramatically Boost The Odds of a New Leader's Success. XI Sample 100-Day Action Plans. References. Index. About the Authors.

• ISBN: 978-1-118-09754-0
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 352
• Fecha Publicación: 14/09/2011
• Nº Volúmenes: 1
• Idioma: Inglés