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

Name: The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, Second Edition
ISBN: 9780470407035

by George B. Bradt, Jayme A. Check, Jorge E. Pedraza

February 2009

Intermediate to advanced

280 pages

5h 22m

English

Wiley

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Copyright
ACKNOWLEDGMENTS
INTRODUCTION: An Executive Summary of the Onboarding Process
People-Plans-Practices—P3Tactical CapacityBuilding Blocks of Tactical CapacityThe 100-Day Action PlanPart I Create Your New Leadership RoleChapter 1: Position Yourself for a New Leadership Role or PromotionChapter 2: Sell before You Buy: Answer the Only Three Interview QuestionsChapter 3: Map and Avoid the Most Common Land MinesChapter 4: Do your Due Diligence on the Organization, Role, and FitChapter 5: Act Differently When You Are Promoted from WithinPart II Take Control of Your Own StartChapter 6: Embrace the Fuzzy Front End and Make It Work for You Before You StartChapter 7: Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or ShockChapter 8: Drive Action with an Ongoing Communication CampaignChapter 9: Take Control of Day One: Make a Powerful First ImpressionPart III Your 100-Day Action PlanChapter 10: Embed a Strong Burning Imperative by Day 30Chapter 11: Exploit Key Milestones to Drive Team Performance by Day 45Chapter 12: Overinvest in Early Wins to Build Team Confidence by Day 60Chapter 13: Secure ADEPT People in the Right Roles with the Right Support by Day 70Chapter 14: Evolve People, Plans, and Practices to Capitalize on Changing CircumstancesMake This Book Work for You
I. CREATE YOUR NEW LEADERSHIP ROLE
1. Position Yourself for a New Leadership Role or Promotion
1.1. The Five-Step Career Plan1.1.1. Communicating Leadership1.2. Position Yourself—Summary and Implications1.3. Downloadable TOOL 1.1: Five-Step Career Plan
2. Sell Before You Buy: Answer the Only Three Interview Questions
2.1. Thing 12.2. Thing 22.3. Thing 32.3.1. Be "On" at All Times When Being Considered for a Promotion from Within2.4. Negotiate for Success2.5. Negotiating Worksheet2.5.1. Make a Plan2.6. Sell before You Buy—Summary and Implications2.7. Downloadable TOOL 2.1: Negotiating Prep and Guidelines
3. Map and Avoid the Most Common Land Mines
3.1. The Dangerous Seven3.1.1. Land Mine 1: Organization3.1.2. Land Mine 2: Role3.1.3. Land Mine 3: Personal3.1.4. Land Mine 4: Relationship3.1.5. Land Mine 5: Learning3.1.6. Land Mine 6: Delivery3.1.7. Land Mine 7: Adjustment3.2. Map and Avoid the Most Common Land Mines—Summary and Implications
4. Do Your Due Diligence on the Organization, Role, and Fit
4.1. How to Uncover Risk4.1.1. Decide What Information to Collect4.1.1.1. Organizational Risk: What Is the Organization's Sustainable Competitive Advantage?4.1.1.2. Role Risk: Did Anyone Have Concerns about This Role; and, If so, What Was Done to Mitigate Them?4.1.1.3. Personal Risk: What, Specifically, about Me, Led to You Offering Me the Job?4.1.2. Identify Potential Sources of Information4.1.3. Gather and Analyze the Information4.1.3.1. What? So What? Now What?4.1.3.1.1. Low Level of Risk4.1.3.1.2. Manageable Level of Risk4.1.3.1.3. Mission-Crippling Risk4.1.3.1.4. Insurmountable Barrier4.2. Do Your Due Diligence—Summary and Implications4.3. Downloadable TOOL 4.1: Due Diligence Checklist
5. Act Differently When You Are Promoted from Within
5.1. You Cannot Control the Context5.2. It Is Hard to Make a Clean Break5.3. There Is No Honeymoon5.4. Prepare in Advance5.4.1. Manage Right through the Interim5.5. Take Control of Your Own Transition5.5.1. Expect Leaks and Manage Them—In Advance5.5.2. Different Transitions Require Different Tactics5.5.3. Announcement Cascade Time Line5.5.3.1. Stakeholders5.5.3.2. Message5.5.3.3. Preannouncement Time Line5.5.3.4. Formal Announcement5.5.3.5. Postannouncement Time Line5.5.3.6. "Presume Not That I Am the Thing I Was"5.5.3.7. Know That It Is Hard to Make a Clean Break5.5.3.8. Be Prepared to Enlist Support to Make a Fast Start5.6. Accelerate Team Progress after the Start5.6.1. Make It Real5.6.2. Adjusting to a New Boss5.6.3. You Deserve It5.7. Promoted from Within—Summary and Implications5.8. Downloadable TOOL 5.1: Announcement Cascade Checklist
II. TAKE CONTROL OF YOUR OWN START

6. Embrace the Fuzzy Front End and Make It Work for You before You Start
6.1. Choose the Right Day to Be Day One6.1.1. Game Changing6.2. Create Time, Take Action6.2.1. Identify Your Key Stakeholders6.2.2. Craft Your Message6.2.3. Manage Your Office Setup6.2.3.1. Get Your Space Right for Your Best Productivity6.2.3.2. Everything Communicates . . . and Not Always as Intended6.2.3.3. Address Technology and Security Issues Early On6.2.3.4. Know What You Can Expect in Support6.2.4. Manage Your Personal and Family Setup6.2.5. Conduct Prestart Meetings and Phone Calls6.2.5.1. Leverage the Fuzzy Front End to Get Real Answers6.2.5.2. What You See as Possible, Just Might Define You6.2.5.3. Prestart Conversations Have a Cascading Impact6.2.5.4. Do Not Miss the Importance of New or Hidden Stakeholders6.2.5.5. If They Can Have Early Influence, It Is Better to Meet Them Now6.2.5.6. Discover Problems Early On6.2.6. Deploy an Information-Gathering and Learning Plan6.2.6.1. Learning6.2.6.2. Expectations6.2.6.3. Implementation of Communication6.2.6.3.1. Mode6.2.6.3.2. Manner6.2.6.3.3. Frequency6.2.6.3.4. Disagreements6.2.6.3.5. Decisions6.2.6.3.6. Control Points6.2.7. Use Your Learning to Draft Your 100-Day Plan before Day One!6.3. Fuzzy Front End—Summary and Implications6.4. Downloadable TOOL 6.1: 100-Day Checklist6.5. Downloadable TOOL 6.2: Stakeholder List6.6. Downloadable TOOL 6.3: Onboarding Conversation Framework6.7. Downloadable TOOL 6.4: Relocation Checklist
7. Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock
7.1. Identify the Core Decision-Making and Management Language7.2. Consolidate Your Understanding of the Culture Before Choosing Your Path7.3. Choose Your Engagement Path7.4. Deciding How to Engage the New Culture—Summary and Implications7.5. Downloadable TOOL 7.1: Culture Assessment Sheet
8. Drive Action with an Ongoing Communication Campaign
8.1. Plan the Campaign8.1.1. Message8.1.2. Communication Points8.1.3. Signs and Symbols8.1.4. Media Plan8.1.5. Touch Points8.1.5.1. Stories8.1.5.1.1. Live the Story8.2. Seed8.2.1. Seed Your Message—Even If You Don't Actually Say the Words8.3. Launch8.4. Cascade Milestones8.4.1. Repeat the Message8.4.2. Celebrate Early Wins8.4.3. Reinforce8.5. Institutionalize the Change8.6. Where to Start and What You Need to Know8.7. Beware the Unintended Consequences of Throwaway Comments8.8. Remember It's Not What You Say That Counts—It's What They Hear8.9. Communication—Summary and Implications8.10. Downloadable TOOL 8.1: Communication Campaign Milestones
9. Take Control of Day One: Make a Powerful First Impression
9.1. What Are You Going to Do on Day One?9.2. Make Careful Choices about Your Day One Plan9.3. Don't Reinvent the Wheel—Start with Our Prototypical Agenda9.4. Leverage Your Agenda as a Symbol of What's Important9.5. Choose Location, Signs, and Symbols with Care—People Will Notice9.6. Understand the Culture9.7. Don't Necessarily Go Where Your Boss Is9.8. Leverage Your Message on Day One9.9. Be Present9.10. Be Mindful of the Unintended Consequences9.11. Dress to Fit In9.12. What Not to Do on Day One9.13. Day One—Summary and Implications9.14. Downloadable TOOL 9.1: Day One Checklist9.15. Downloadable TOOL 9.2: New Manager's Assimilation Session
III. YOUR 100-DAY ACTION PLAN
10. Embed a Strong Burning Imperative by Day 30
10.1. Creating the Burning Imperative10.1.1. Don't Hesitate to Burn Rubber on the Way to a Burning Imperative10.1.2. Make It Happen10.1.3. Workshop Attendance and Timing10.1.4. Follow Through Consistently10.2. Burning Imperative—Summary and Implications10.3. TOOL 10.1: Imperative Workshop
11. Exploit Key Milestones to Drive Team Performance by Day 45
11.1. Follow Through—Or Don't Even Start11.2. Milestones Are Checkpoints along the Way to a Defined Goal11.3. Manage Milestone Updates with a Three-Step Process11.4. Use Milestone Management at the Board Level11.5. Milestones—Summary and Implications11.6. Downloadable TOOL 11.1: Milestones Management Process
12. Overinvest in Early Wins to Build Team Confidence by Day 60
12.1. Don't Wait Too Long to Build Momentum12.2. Focus on the Results with the Most Impact12.3. Champion the Champions12.4. Redefine Success12.5. Charter the Team for the Early Win12.6. Overinvest in Early Wins—Summary and Implications12.7. Downloadable TOOL 12.1: Team Charter Worksheet
13. Secure ADEPT People in the Right Roles with the Right Support by Day 70
13.1. Strengths13.2. Motivation13.3. Fit13.4. Don't Wait13.5. Don't Let One Bad Apple Spoil the Batch13.6. Keep People in the Right Roles13.7. Cut the Pain Out Early13.8. Cut the Pain Out Early (or, at Least, as Early as Practical)13.9. How Fast Should You Move on the Team?13.10. Map Performance and Role13.10.1. Performance versus Role Match13.11. Secure ADEPT People in the Right Roles—Summary and Implications13.12. Downloadable TOOL 13.1: Performance/Role Match Grid
14. Evolve People, Plans, and Practices to Capitalize on Changing Circumstances
14.1. Capitalizing on Inevitable Changes14.1.1. People14.1.2. Plans14.1.3. Practices14.2. Adjust to the Inevitable Surprises14.3. Major but Temporary Surprises14.4. Major and Enduring14.5. Don't Forget Your Communication Campaign
Critical Tools for Long-Term Leadership Success
A. Leadership
B. Situational Assessment
B.1. The 5CsB.2. Downloadable TOOL A2.1: 5Cs AnalysisB.3. SWOTB.3.1. Sources, Drivers, and Hinderers of Revenue and ValueB.3.2. Current Strategy/Resource Deployment: Coherent? Adequate? De Facto Strategy?B.3.3. Insights and Scenarios (to Set Up: What?/So What?/Now What?)B.4. Downloadable TOOL A2.2: SWOT Form
C. Communication
C.1. Words Are Only a Small Part of the GameC.2. Context or FrameC.3. TimingC.4. StyleC.5. Body Language (Especially Eye Contact)C.6. ActionsC.7. Inaction and SilenceC.8. Rhythm and RepetitionC.9. VisualsC.10. Second- and Third-Hand ChannelsC.11. WordsC.12. Less Is MoreC.13. Once Is Never EnoughC.14. Test for Reception, Understanding, Agreement, EnthusiasmC.15. Emotion CommunicatesC.16. Framers WinC.17. Sincerity and Passion Conquer AllC.18. Downloadable TOOL A3.1: Culture Change ManagementC.19. Downloadable TOOL A3.2: Communication PlanningC.20. Downloadable TOOL A3.3: Press InterviewsC.21. Downloadable TOOL A3.4: Crisis Management ChecklistC.22. Downloadable TOOL A3.5: Crisis Communication Checklist
D. Plans—Strategic Process
D.1. MissionD.2. VisionD.3. Strategic PlanningD.3.1. Development ProcessD.3.1.1. Basic StepsD.3.1.1.1. Step 1: Set the Aspirational DestinationD.3.1.1.2. Step 2: Assess the Facts of the Current Reality and Develop Future ScenariosD.3.2. ScenariosD.3.2.1.D.3.2.1.1. Step 3: Identify Options to Bridge Gaps between Reality and AspirationD.3.2.1.2. Step 4: Evaluate Options under Different ScenariosD.3.2.1.3. Step 5: Develop Detailed Business PlansD.3.2.1.4. Step 6: Act, Measure, Adjust, and RepeatD.4. Strategic Planning Summary
E. People and Practices—Organizational and Operational Processes
E.1. An ADEPT Framework for Talent ManagementE.2. AcquireE.2.1. Scope RolesE.2.2. Identify ProspectsE.2.3. RecruitE.2.4. AttractE.2.5. OnboardE.2.5.1. Prepare Your Own Message and Touch Point PlanE.2.5.2. Encourage and Enable RelationshipsE.2.5.3. Provide HelpE.3. DevelopE.4. EncourageE.5. PlanE.6. TransitionE.7. Downloadable TOOL A5.1: Role Scope
REFERENCES
ABOUT THE AUTHORS

Overview

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

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