October 2011
Intermediate to advanced
352 pages
7h 18m
English
book
The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, 3rd Edition
by George B. Bradt, Jayme A. Check, Jorge E. Pedraza
Content preview from The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, 3rd EditionBecome an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
APPENDIX VII
Leading a Department/Team Merger, Reorganization, or Restart
The basics of (1) get a head start, (2) manage your message, and (3) build your team, apply in every case. What's different is what you need to get a head start on and the restrictions around that, the nature of your message and the context for that message, and the conditions and context of your team building.
Merging or Jump-Starting Teams
What's three plus three?
Six. Certainly. Sometimes. With some synergy it could be seven. With some loss along the way it could be five.
When you are transitioning to a role where you will be merging or jump-starting a team, it is not just about the new direction that you will chart, it is also about deciding how you will deal with the legacy issues of the past. Most likely there will be some aspects of the team's culture, norms, behaviors, and strategies that you will want to keep or leverage and others that you will want to wipe away immediately. The art of this transition is to determine what can stay, what must go, and how to blend those decisions into the new direction. By definition, these transitions require that a new course be charted quickly. Waiting to do so will allow any undesirable legacy issues of the past to quickly seed in the new group. To counter that you'll want to make decisions and communicate quickly and with absolute clarity.
To be successful in a merger or jump-start situation you have to start by knowing the:
- Objectives
- Boundaries
- Immediate Actions ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.