Number of pages: 272
Publisher: Harvard Business Review Press
BBB Library: Leadership, Politics and Public Affairs
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 it may mean moving from a specialized role to a general manager position responsible for overseeing several different functions. Often, a promotion means leaving one agency and moving to another, confronting you with the need to adapt to an entirely new culture and to acquire new knowledge and build new relationships to get things done. So, while you probably are excited about being selected for your new position, you rightly may be apprehensive about how you will meet the challenges that lie ahead.
"The authors boil down strategies for new managers to go on the offensive and quickly gain productivity. Key among them are securing early wins and building a team and alliances from the first day, particularly in a post-election climate with many new faces. Those more experienced in the commercial world will learn that in this playing field, spectators are "noisier and more contentious," and "results are often ambiguous and take time to emerge; one often is left wondering whether the outcome was a win or a loss." Other differences between both sectors are their respective definitions of success and who they hold accountable." Govetech.com
"If you’ve started a new position, transitioned into a new role, or planning on making a move in the near future, I’d recommend reading , “The First 90 Days: Critical Success Strategies for New Leaders at all Levels” by Michael Watkins. Michael Watkins is an Associate Professor of Business Administration at Harvard Business School." Govloop.com
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