You're in Charge, Now What?: The 8 Point Plan

You're in Charge, Now What?: The 8 Point Plan

by Thomas J. Neff

When you start a new job, you are in a "temporary state of incompetence," faced with having to do the most when you know the least.

offers an eight-point plan to show you how to lay the groundwork for long-term momentum and great performance.

  • Language: English
  • Category: Business
  • Rating: 3.69
  • Pages: 299
  • Publish Date: March 27th 2007 by Crown Business
  • Isbn10: 1400048664
  • Isbn13: 9781400048663

What People Think about "You're in Charge, Now What?: The 8 Point Plan"

Chapter 1: The Countdown: Preparing for the Race Before You Reach the Starting Line How do you get set to go when you're moving into a new industry or area? When you have time to reflect, these notes can help you put together the puzzle pieces of the new job or industry. Can ask everyone a series of questions to gather information: 1) What about this company do you want to preserve and why? Ten Guidelines for Optimizing the Countdown Period 1) Effective planning will help you spend the scarce time available (about twelve hundred hours) in your first hundred days wisely. 6) Determine what "listening" questions you would like to ask key managers or employees and to whom you would like to ask them and in what time frame; keep the questions to five or six and plan to ask the same ones of everyone you meet with; doing so will build trust and accelerate the identification of key themes and issues. Chapter 2: The First Steps: Aligning Expectations Ten Guidelines for Aligning Expectations 1) Ask the board or hiring manager, "What is the underlying objective of this appointment?" Make sure to find common ground about key goals. 2) When you introduce yourself to the management team for the first time, prepare to answer these questions: Who am I? 3) Recognize that in that first meeting and other early gatherings, most employees will be listening through the lens of their own self-interest: "Is this new boss going to be good or bad for me?" 4) Use your early management team meetings to do more than meet and greet; this is the moment to establish what you expect of them, to communicate your management philosophy, and to set the tone for weeks to follow. Engage in one-on-one meetings to pose key questions on the market, the company, the product, the financials, the people, and the management process. 2) The Product -How are we going to deliver a service to customers that people value and want to buy? Chapter 3: No One Can Do It Alone: Shaping Your Management Team Ten Guidelines for Shaping Your Management Team 1) Establishing a strong team is the best first step a manager can take toward executing a vision and implementing his or her strategic agenda. 8) Secure some early wins; look for obvious flaws in the organization and fix them quickly to establish your credibility as a leader. Use it to help you and the organization make decisions, see how they work, and make adjustments as necessary. Chapter 5: Culture Is the Game: Starting to Transform the Corporate Culture Ten Guidelines for Starting to Transform the Culture 1) As a new leader, work to understand the culture of the organization, diagnose how great a change is required, and take the right steps to start making the transformation. 2) Recognize that many new leaders fail because they cannot make headway against an intransigent culture, pushing too hard in the wrong ways, resulting in the proverbial "body rejecting the organ." 3) The way to start assessing a culture is to listen and observe. 4) Next, identify how "things work around here." Hunt for the knowledge networks, key influencers, decision-making protocols, and unwritten and unspoken conventions that are the nervous system of any organization. 6) With a truly obstinate culture, you may need to make structural and people changes, but do so with the bought-in support of the key power center and also establish a concerted program to address the cultural legacies of the organization. 7) Create the conditions for cultural transformation: Adopt new measures of success; institute new operating processes; choose a new management team; set new expectations; identify change leaders; and lead by example. In your early days, when people are most open to change, you can have a magnified impact by implementing carefully considered, concrete changes to long-established organizational and cultural structures. Gather their input about how the board should ideally work in terms of the committee structure, what issues go where, and board mechanics such as meeting frequency and information flow. 3) If you are not a CEO, meet with your new boss and discuss how he or she really likes to work, establish priorities, and communicate. 4) Try to explicitly assess which members of the board or the department are strongest and most experienced - and on which issues; look at which directors are less engaged, and which are truly independent in their thinking. Look to them to serve as a sounding board to bounce ideas off of, to help set board agendas, and in the early days even to help manage the board process while you are getting up to speed on the business. 7) Establish your credibility by having a sound strategic agenda, being on top of the details of the business, listening and learning from your boss or board members, building a strong and committed management team, establishing a sound management process, and maintaining humility. 8) Establish an effective communication protocol with your boss or board, including formal information flows such as monthly management letters, as well as an informal communication protocol, such as phone calls before each meeting and informal meetings or meals with your boss or individual directors. Create forums for directors to interact with managers, visit customers and facilities, and dive deeply into key businesses. This will increase their ability to help assess and support strategy and perform their most important function, ensuring optimal succession. Chapter 7: Communication: The Key to Implementing Your Agenda Ten Guidelines for Effective Leadership Communications 1) Know your audience so you can tailor your message and your style to their readiness and to what they care about. 5) Communicating is intimately intertwined with corporate culture: adapting an organization's language and shorthand - or introducing a new and agreed-upon language - will help transform that culture. 6) Know the communication settings that you are most comfortable in - be it stirring a large crowd to action or working in small groups - and play to your natural strengths. In the early days, every move you make is being closely watched, and communication, both explicit messages and implicit signals such as your manner of dress, your allocation of time, your mode of communication, and even your organizational structure, play a direct role in the cultural transformation. People need to see you listening and assimilating their information. Chapter 8: Resisting Temptation: Avoiding the Top Ten Traps for New Leaders 1) Setting Unrealistic Expectations (don't overpromise) 2) Either Making Rash Decisions or Suffering from Analysis Paralysis (take the time to figure out the right thing to do, but you'll never have all the facts) 3) Being a Know-It-All (listen and learn) 4) Failing to Let Go of Your Past Identity (move on and accept your new position publicly) 5) Sporting "The Emperor's New Clothes" (a leader is often the last to know when something is wrong - encourage delivering bad news early) 6) Stifling Dissent (be a benevolent leader focused on the success of those around you) 7) Succumbing to the Savior Syndrome (don't try to do it all alone) 8) Misreading the True Sources of Power 9) Picking the Wrong Battles (devote ample time to all the key businesses to ensure greater success) 10) "Dissing" Your Predecessor (be respectful of your predecessor)

Things that threw me off: 1) It recommended that if you need to move, that you move first, and spend the first 100 days alone, apart from your family. I'm not sure I would have a family if I did that.

4.In troubled times, you need as many brains as possible working on the issue. 7.One of the key talents of any leader is the ability to identify the truly critical issues and establish a short list of top priorities to keep people focused. 13.Relating to people early on is key to the success of any new leader. 16.Most important tool as you move into new role is an open, questioning mind and manner. 18.Bosses want three things from their managers: loyalty, good advice, and have their personal brand polished. 21.One of the imperatives of any new leader is both understanding the organizations culture and determining whether change is needed. 21.One of the imperatives of any new leader is both understanding the organizations culture and determining whether change is needed. 22.Failure to assess the culture and readiness for change can be lethal: who gets promoted, how employees interact with one another, what motivates employees, how are decisions made, and how people actually go about their work. 2.Find a few things that were serious flaws in the organization and fix them quickly to establish credibility. 7.Dont walk into new leadership job with an established strategic plan; walk in prepared to lead a strategic process. 8.Preparing for a new job requires understanding how the company operates, where it has been, where it is headed, how the management team works, and where you own abilities fit into the mix. 8.Preparing for a new job requires understanding how the company operates, where it has been, where it is headed, how the management team works, and where you own abilities fit into the mix. 11.Guidelines for countdown period to new leadership job: get set to learn, meet with smartest observers, put together a draft 100 day plan, determine listening questions, get in physical shape, prepare family for the intense ride ahead, and assess own KSA gaps in terms of specialized training or functional expertise. 12.Make sure you have shared understanding with hiring manager or board regarding the important issues facing organization. Proven listening questions: what are the most important things (top 5) about the company that we should be sure to preserve and why? 18.Need limited and focused agenda for change: identify 2-4 major priorities and drive them hard and fast. 19.Need to assess whether you have the right people. 20.When assessing, keep in mind the environment in which people have gotten used to operating and how it may have shaped their past decisions and actions. 25.Assess culture; look for clues throughout company: how do people dress? 27.Find a few things that were serious flaws and fix quickly; you can establish credibility.

The first hundred days are the first few months for a new manager CEO or other. With this book the authors want to help the reader to get the best possible start in their managerial position by helping him to construct his own agenda and a First 100 Day Plan and also avoid the many pitfalls that will be encountered during the period. The authors structure the book with eight building blocks after one of the more successful examples of CEO initiations - that of Paul Pressler joining GAP. They include for example trying to impress and therefore setting unrealistic or unsustainable expectations or for that matter talking down the predecessor, lack of communication, not finding a good balance between making rash decisions and suffer from analysis paralysis, inability to understand where the true power of the organization lies or to leave the previous employer behind mentally and much more. All the better then, that there is an example of a full First 100 Day Plan in the appendix this makes the topic more concrete and the reader gets the chance to ponder on how he would have crafted the plan differently. The book is full of examples and the name dropping of well known CEO:s is extensive.

It's also a book about companies that are large and publicly held. I took what I could from the chapter about the board and applied it to working with other department heads and C-levels. Small, medium, and large companies. Managers of small groups, managers of large departments, managers of business lines.

The two authors interviewed CEO's and leaders in all industries and wrote about what it takes to success in a new leadership position.The first 100 days pyramid is bookmarked for me and the list of how to spend your time has been my priority the past three weeks.

En el siguiente enlace tienes el resumen del libro Ya eres el jefe, y ahora qué?, Un método para tomar las riendas de cualquier organización: Ya eres el jefe, y ahora qué?