Leadership Transitions: The Watkins Collection (4 Items)

Conclusion

T

O SUCCEED IN MAKING transitions into chal-

lenging new positions, you have to be effective at

negotiating. New leaders quite literally negoti-

ate their new roles. Critical sources of energy into which you need

to tap—your boss, your team, your peers, and stakeholders—

won’t mobilize themselves. You have to activate them and con-

vince them to help advance your priorities. Skill in negotiating,

and its close cousins, influencing and building coalitions, is

therefore the single most important skill new leaders need to

cultivate.

The four strategic imperatives developed in this book pro-

vide a firm foundation for effective negotiation in the broad

range of situations confronting new leaders. Start with a thor-

ough diagnosis of the situation, identifying ...