The New Boss: How to Survive the First 100 DaysFor 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. |
Contents
The seven building blocks of successful | 7 |
The expectations of the employees | 13 |
Developing the key relationships | 23 |
The predecessor the hidden competition | 29 |
1 | 36 |
Constructively analysing the initial | 39 |
7 | 44 |
Sort through the issues | 45 |
The significance of symbols and rituals in the process | 101 |
Symbols and rituals of a new corporate culture | 107 |
Seven case studies illustrating successful | 113 |
Typical problems of internal promotions | 118 |
The initial situation of the newcomer | 125 |
The big predecessor and the little | 131 |
The young highpotential manager | 139 |
The longdrawnout start | 145 |
Seek resources on which you can build | 52 |
What do employees look for in a change of leadership? | 58 |
Visions looking to the future | 69 |
Climate the basis of all change | 79 |
Initiating changes effectively | 85 |
Timing in leadership transition | 92 |
The assignment abroad | 153 |
Learning at headquarters the challenge | 161 |
| 169 | |
| 172 | |
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Common terms and phrases
achievements action approach assignment avoid become beginning behaviour better boss Building Block clear climate for change colleagues comes communication concept corporate create culture customers deal decisions difficult discussions effective employees especially establish example expatriate expectations experience external fact Figure foreign subsidiaries future goals habits hard headquarters ideas immediately important initial initial situation innovation interest issues Italy key relationships lead leader leadership transition less look managers means meetings mistakes months move necessary newcomer objective organization past Perspective points position possible predecessor prepared problems projects promoted questions quickly relations relationships responsibility result rituals role rules scepticism signals situation steps strategy strengths strong structural Study style successful symbols and rituals task things typical understand usually