The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.
"The New Bossis an invaluable on-boarding guidebook and resource for any leader." Attain International.
If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best
First-time Leader provides basic frameworks, processes, and tools to help first-time leaders and their teams deliver better results faster. Leading is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Authors George Bradt, Managing Director of PrimeGenesis, and Gillian Davis, Managing
To strive and fail to be chosen for a leadership role is painful; to strive and succeed can be downright intimidating. Why? Because taking a new role means leaving behind the confines of what you know how to do well and embarking on an often uncomfortable journey of personal development. Or
You need figures on the status of the various products or services on the market, and you also need to know information about the organization's strategy.
The views of other departments and of customers on the problems that need to be solved are also necessary information for you in getting your bearings.
You have to know what your supervisor thinks should be dealt with urgently and what hopes your employees pin on your arrival.
The second thing you must identify is what the issues are that preoccupy people in the organization.
Successful managers also watch and carefully note the way criticism and mistakes are dealt with and the way people comment on the customers and company image.
Leadership transitions are bound to entail a multitude of interacting factors if the process of taking over a position is to stay on course.
Only when you succeed to do the above, you will have a realistic chance of initiating relatively big changes.
Managers must have contacts that enable them to appraise the political currents in the company and to secure the necessary support for carrying out their plans.
Misunderstandings and lack of clarity in important relationships are liable to lead to tensions that difficult phase of assuming a new position.
Relations with shareholders, superiors, employees, clients and colleagues decide the success of a change in leadership.
Colleagues expect appreciation for their contribution and if they found that, support for the new ideas would be their spontaneous reaction.
It is crucial to listen not only to the explicit expectations, but also to those hiding between the lines.
You get a load of problems at the very beginning, especially if you are touted as the savior of a team that is having trouble.
Expectations are the surest thing about a change in leadership because it almost brings to the surface every wish and hope although some of them might be impossible to meet.
New bosses aren't the only ones who ask themselves questions, as employees will also have their own questions, fears and expectations.
In many cases, the new executive will find that first impressions count and personal reputations are always at risk.
Most new executives will say they need a 'flying start' as there is no time to contemplate what they don't know because such an opportunity doesn't come along every day.
Innovation, consistently high standards and speed are of the essence in the face of less transparent and tougher competition.