The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition

The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition

by George B. Bradt, Jayme A. Check, Jorge E. Pedraza
Released February 2009
Publisher(s): Wiley
ISBN: 9780470407035

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Book description

The New Leader's 100-Day Action Plan, and the included downloadable forms, has proven itself to be a valuable resource for new leaders in any organization. This revision includes 40% new material and updates -- including new and updated downloadable forms -- with new chapters on:

  • A new chapter on POSITIONING yourself for a leadership role

  • A new chapter on what to do AFTER THE FIRST 100 DAYS

  • A new chapter on getting PROMOTED FROM WITHIN and what to do then

Table of contents

  1. Copyright
  2. ACKNOWLEDGMENTS
  3. INTRODUCTION: An Executive Summary of the Onboarding Process
    1. People-Plans-Practices—P3
    2. Tactical Capacity
      1. Building Blocks of Tactical Capacity
    3. The 100-Day Action Plan
      1. Part I Create Your New Leadership Role
        1. Chapter 1: Position Yourself for a New Leadership Role or Promotion
        2. Chapter 2: Sell before You Buy: Answer the Only Three Interview Questions
        3. Chapter 3: Map and Avoid the Most Common Land Mines
        4. Chapter 4: Do your Due Diligence on the Organization, Role, and Fit
        5. Chapter 5: Act Differently When You Are Promoted from Within
      2. Part II Take Control of Your Own Start
        1. Chapter 6: Embrace the Fuzzy Front End and Make It Work for You Before You Start
        2. Chapter 7: Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock
        3. Chapter 8: Drive Action with an Ongoing Communication Campaign
        4. Chapter 9: Take Control of Day One: Make a Powerful First Impression
      3. Part III Your 100-Day Action Plan
        1. Chapter 10: Embed a Strong Burning Imperative by Day 30
        2. Chapter 11: Exploit Key Milestones to Drive Team Performance by Day 45
        3. Chapter 12: Overinvest in Early Wins to Build Team Confidence by Day 60
        4. Chapter 13: Secure ADEPT People in the Right Roles with the Right Support by Day 70
        5. Chapter 14: Evolve People, Plans, and Practices to Capitalize on Changing Circumstances
    4. Make This Book Work for You
  4. I. CREATE YOUR NEW LEADERSHIP ROLE
    1. 1. Position Yourself for a New Leadership Role or Promotion
      1. 1.1. The Five-Step Career Plan
        1. 1.1.1. Communicating Leadership
      2. 1.2. Position Yourself—Summary and Implications
      3. 1.3. Downloadable TOOL 1.1: Five-Step Career Plan
    2. 2. Sell Before You Buy: Answer the Only Three Interview Questions
      1. 2.1. Thing 1
      2. 2.2. Thing 2
      3. 2.3. Thing 3
        1. 2.3.1. Be "On" at All Times When Being Considered for a Promotion from Within
      4. 2.4. Negotiate for Success
      5. 2.5. Negotiating Worksheet
        1. 2.5.1. Make a Plan
      6. 2.6. Sell before You Buy—Summary and Implications
      7. 2.7. Downloadable TOOL 2.1: Negotiating Prep and Guidelines
    3. 3. Map and Avoid the Most Common Land Mines
      1. 3.1. The Dangerous Seven
        1. 3.1.1. Land Mine 1: Organization
        2. 3.1.2. Land Mine 2: Role
        3. 3.1.3. Land Mine 3: Personal
        4. 3.1.4. Land Mine 4: Relationship
        5. 3.1.5. Land Mine 5: Learning
        6. 3.1.6. Land Mine 6: Delivery
        7. 3.1.7. Land Mine 7: Adjustment
      2. 3.2. Map and Avoid the Most Common Land Mines—Summary and Implications
    4. 4. Do Your Due Diligence on the Organization, Role, and Fit
      1. 4.1. How to Uncover Risk
        1. 4.1.1. Decide What Information to Collect
          1. 4.1.1.1. Organizational Risk: What Is the Organization's Sustainable Competitive Advantage?
          2. 4.1.1.2. Role Risk: Did Anyone Have Concerns about This Role; and, If so, What Was Done to Mitigate Them?
          3. 4.1.1.3. Personal Risk: What, Specifically, about Me, Led to You Offering Me the Job?
        2. 4.1.2. Identify Potential Sources of Information
        3. 4.1.3. Gather and Analyze the Information
          1. 4.1.3.1. What? So What? Now What?
            1. 4.1.3.1.1. Low Level of Risk
            2. 4.1.3.1.2. Manageable Level of Risk
            3. 4.1.3.1.3. Mission-Crippling Risk
            4. 4.1.3.1.4. Insurmountable Barrier
      2. 4.2. Do Your Due Diligence—Summary and Implications
      3. 4.3. Downloadable TOOL 4.1: Due Diligence Checklist
    5. 5. Act Differently When You Are Promoted from Within
      1. 5.1. You Cannot Control the Context
      2. 5.2. It Is Hard to Make a Clean Break
      3. 5.3. There Is No Honeymoon
      4. 5.4. Prepare in Advance
        1. 5.4.1. Manage Right through the Interim
      5. 5.5. Take Control of Your Own Transition
        1. 5.5.1. Expect Leaks and Manage Them—In Advance
        2. 5.5.2. Different Transitions Require Different Tactics
        3. 5.5.3. Announcement Cascade Time Line
          1. 5.5.3.1. Stakeholders
          2. 5.5.3.2. Message
          3. 5.5.3.3. Preannouncement Time Line
          4. 5.5.3.4. Formal Announcement
          5. 5.5.3.5. Postannouncement Time Line
          6. 5.5.3.6. "Presume Not That I Am the Thing I Was"
          7. 5.5.3.7. Know That It Is Hard to Make a Clean Break
          8. 5.5.3.8. Be Prepared to Enlist Support to Make a Fast Start
      6. 5.6. Accelerate Team Progress after the Start
        1. 5.6.1. Make It Real
        2. 5.6.2. Adjusting to a New Boss
        3. 5.6.3. You Deserve It
      7. 5.7. Promoted from Within—Summary and Implications
      8. 5.8. Downloadable TOOL 5.1: Announcement Cascade Checklist
  5. II. TAKE CONTROL OF YOUR OWN START
    1. 6. Embrace the Fuzzy Front End and Make It Work for You before You Start
      1. 6.1. Choose the Right Day to Be Day One
        1. 6.1.1. Game Changing
      2. 6.2. Create Time, Take Action
        1. 6.2.1. Identify Your Key Stakeholders
        2. 6.2.2. Craft Your Message
        3. 6.2.3. Manage Your Office Setup
          1. 6.2.3.1. Get Your Space Right for Your Best Productivity
          2. 6.2.3.2. Everything Communicates . . . and Not Always as Intended
          3. 6.2.3.3. Address Technology and Security Issues Early On
          4. 6.2.3.4. Know What You Can Expect in Support
        4. 6.2.4. Manage Your Personal and Family Setup
        5. 6.2.5. Conduct Prestart Meetings and Phone Calls
          1. 6.2.5.1. Leverage the Fuzzy Front End to Get Real Answers
          2. 6.2.5.2. What You See as Possible, Just Might Define You
          3. 6.2.5.3. Prestart Conversations Have a Cascading Impact
          4. 6.2.5.4. Do Not Miss the Importance of New or Hidden Stakeholders
          5. 6.2.5.5. If They Can Have Early Influence, It Is Better to Meet Them Now
          6. 6.2.5.6. Discover Problems Early On
        6. 6.2.6. Deploy an Information-Gathering and Learning Plan
          1. 6.2.6.1. Learning
          2. 6.2.6.2. Expectations
          3. 6.2.6.3. Implementation of Communication
            1. 6.2.6.3.1. Mode
            2. 6.2.6.3.2. Manner
            3. 6.2.6.3.3. Frequency
            4. 6.2.6.3.4. Disagreements
            5. 6.2.6.3.5. Decisions
            6. 6.2.6.3.6. Control Points
        7. 6.2.7. Use Your Learning to Draft Your 100-Day Plan before Day One!
      3. 6.3. Fuzzy Front End—Summary and Implications
      4. 6.4. Downloadable TOOL 6.1: 100-Day Checklist
      5. 6.5. Downloadable TOOL 6.2: Stakeholder List
      6. 6.6. Downloadable TOOL 6.3: Onboarding Conversation Framework
      7. 6.7. Downloadable TOOL 6.4: Relocation Checklist
    2. 7. Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock
      1. 7.1. Identify the Core Decision-Making and Management Language
      2. 7.2. Consolidate Your Understanding of the Culture Before Choosing Your Path
      3. 7.3. Choose Your Engagement Path
      4. 7.4. Deciding How to Engage the New Culture—Summary and Implications
      5. 7.5. Downloadable TOOL 7.1: Culture Assessment Sheet
    3. 8. Drive Action with an Ongoing Communication Campaign
      1. 8.1. Plan the Campaign
        1. 8.1.1. Message
        2. 8.1.2. Communication Points
        3. 8.1.3. Signs and Symbols
        4. 8.1.4. Media Plan
        5. 8.1.5. Touch Points
          1. 8.1.5.1. Stories
            1. 8.1.5.1.1. Live the Story
      2. 8.2. Seed
        1. 8.2.1. Seed Your Message—Even If You Don't Actually Say the Words
      3. 8.3. Launch
      4. 8.4. Cascade Milestones
        1. 8.4.1. Repeat the Message
        2. 8.4.2. Celebrate Early Wins
        3. 8.4.3. Reinforce
      5. 8.5. Institutionalize the Change
      6. 8.6. Where to Start and What You Need to Know
      7. 8.7. Beware the Unintended Consequences of Throwaway Comments
      8. 8.8. Remember It's Not What You Say That Counts—It's What They Hear
      9. 8.9. Communication—Summary and Implications
      10. 8.10. Downloadable TOOL 8.1: Communication Campaign Milestones
    4. 9. Take Control of Day One: Make a Powerful First Impression
      1. 9.1. What Are You Going to Do on Day One?
      2. 9.2. Make Careful Choices about Your Day One Plan
      3. 9.3. Don't Reinvent the Wheel—Start with Our Prototypical Agenda
      4. 9.4. Leverage Your Agenda as a Symbol of What's Important
      5. 9.5. Choose Location, Signs, and Symbols with Care—People Will Notice
      6. 9.6. Understand the Culture
      7. 9.7. Don't Necessarily Go Where Your Boss Is
      8. 9.8. Leverage Your Message on Day One
      9. 9.9. Be Present
      10. 9.10. Be Mindful of the Unintended Consequences
      11. 9.11. Dress to Fit In
      12. 9.12. What Not to Do on Day One
      13. 9.13. Day One—Summary and Implications
      14. 9.14. Downloadable TOOL 9.1: Day One Checklist
      15. 9.15. Downloadable TOOL 9.2: New Manager's Assimilation Session
  6. III. YOUR 100-DAY ACTION PLAN
    1. 10. Embed a Strong Burning Imperative by Day 30
      1. 10.1. Creating the Burning Imperative
        1. 10.1.1. Don't Hesitate to Burn Rubber on the Way to a Burning Imperative
        2. 10.1.2. Make It Happen
        3. 10.1.3. Workshop Attendance and Timing
        4. 10.1.4. Follow Through Consistently
      2. 10.2. Burning Imperative—Summary and Implications
      3. 10.3. TOOL 10.1: Imperative Workshop
    2. 11. Exploit Key Milestones to Drive Team Performance by Day 45
      1. 11.1. Follow Through—Or Don't Even Start
      2. 11.2. Milestones Are Checkpoints along the Way to a Defined Goal
      3. 11.3. Manage Milestone Updates with a Three-Step Process
      4. 11.4. Use Milestone Management at the Board Level
      5. 11.5. Milestones—Summary and Implications
      6. 11.6. Downloadable TOOL 11.1: Milestones Management Process
    3. 12. Overinvest in Early Wins to Build Team Confidence by Day 60
      1. 12.1. Don't Wait Too Long to Build Momentum
      2. 12.2. Focus on the Results with the Most Impact
      3. 12.3. Champion the Champions
      4. 12.4. Redefine Success
      5. 12.5. Charter the Team for the Early Win
      6. 12.6. Overinvest in Early Wins—Summary and Implications
      7. 12.7. Downloadable TOOL 12.1: Team Charter Worksheet
    4. 13. Secure ADEPT People in the Right Roles with the Right Support by Day 70
      1. 13.1. Strengths
      2. 13.2. Motivation
      3. 13.3. Fit
      4. 13.4. Don't Wait
      5. 13.5. Don't Let One Bad Apple Spoil the Batch
      6. 13.6. Keep People in the Right Roles
      7. 13.7. Cut the Pain Out Early
      8. 13.8. Cut the Pain Out Early (or, at Least, as Early as Practical)
      9. 13.9. How Fast Should You Move on the Team?
      10. 13.10. Map Performance and Role
        1. 13.10.1. Performance versus Role Match
      11. 13.11. Secure ADEPT People in the Right Roles—Summary and Implications
      12. 13.12. Downloadable TOOL 13.1: Performance/Role Match Grid
    5. 14. Evolve People, Plans, and Practices to Capitalize on Changing Circumstances
      1. 14.1. Capitalizing on Inevitable Changes
        1. 14.1.1. People
        2. 14.1.2. Plans
        3. 14.1.3. Practices
      2. 14.2. Adjust to the Inevitable Surprises
      3. 14.3. Major but Temporary Surprises
      4. 14.4. Major and Enduring
      5. 14.5. Don't Forget Your Communication Campaign
    6. Critical Tools for Long-Term Leadership Success
    7. A. Leadership
    8. B. Situational Assessment
      1. B.1. The 5Cs
      2. B.2. Downloadable TOOL A2.1: 5Cs Analysis
      3. B.3. SWOT
        1. B.3.1. Sources, Drivers, and Hinderers of Revenue and Value
        2. B.3.2. Current Strategy/Resource Deployment: Coherent? Adequate? De Facto Strategy?
        3. B.3.3. Insights and Scenarios (to Set Up: What?/So What?/Now What?)
      4. B.4. Downloadable TOOL A2.2: SWOT Form
    9. C. Communication
      1. C.1. Words Are Only a Small Part of the Game
      2. C.2. Context or Frame
      3. C.3. Timing
      4. C.4. Style
      5. C.5. Body Language (Especially Eye Contact)
      6. C.6. Actions
      7. C.7. Inaction and Silence
      8. C.8. Rhythm and Repetition
      9. C.9. Visuals
      10. C.10. Second- and Third-Hand Channels
      11. C.11. Words
      12. C.12. Less Is More
      13. C.13. Once Is Never Enough
      14. C.14. Test for Reception, Understanding, Agreement, Enthusiasm
      15. C.15. Emotion Communicates
      16. C.16. Framers Win
      17. C.17. Sincerity and Passion Conquer All
      18. C.18. Downloadable TOOL A3.1: Culture Change Management
      19. C.19. Downloadable TOOL A3.2: Communication Planning
      20. C.20. Downloadable TOOL A3.3: Press Interviews
      21. C.21. Downloadable TOOL A3.4: Crisis Management Checklist
      22. C.22. Downloadable TOOL A3.5: Crisis Communication Checklist
    10. D. Plans—Strategic Process
      1. D.1. Mission
      2. D.2. Vision
      3. D.3. Strategic Planning
        1. D.3.1. Development Process
          1. D.3.1.1. Basic Steps
            1. D.3.1.1.1. Step 1: Set the Aspirational Destination
            2. D.3.1.1.2. Step 2: Assess the Facts of the Current Reality and Develop Future Scenarios
        2. D.3.2. Scenarios
          1. D.3.2.1.
            1. D.3.2.1.1. Step 3: Identify Options to Bridge Gaps between Reality and Aspiration
            2. D.3.2.1.2. Step 4: Evaluate Options under Different Scenarios
            3. D.3.2.1.3. Step 5: Develop Detailed Business Plans
            4. D.3.2.1.4. Step 6: Act, Measure, Adjust, and Repeat
      4. D.4. Strategic Planning Summary
    11. E. People and Practices—Organizational and Operational Processes
      1. E.1. An ADEPT Framework for Talent Management
      2. E.2. Acquire
        1. E.2.1. Scope Roles
        2. E.2.2. Identify Prospects
        3. E.2.3. Recruit
        4. E.2.4. Attract
        5. E.2.5. Onboard
          1. E.2.5.1. Prepare Your Own Message and Touch Point Plan
          2. E.2.5.2. Encourage and Enable Relationships
          3. E.2.5.3. Provide Help
      3. E.3. Develop
      4. E.4. Encourage
      5. E.5. Plan
      6. E.6. Transition
      7. E.7. Downloadable TOOL A5.1: Role Scope
    12. REFERENCES
    13. ABOUT THE AUTHORS

Product information

  • Title: The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition
  • Author(s): George B. Bradt, Jayme A. Check, Jorge E. Pedraza
  • Release date: February 2009
  • Publisher(s): Wiley
  • ISBN: 9780470407035