book

The New Leader's 100-Day Action Plan

by George B. Bradt, Jayme A. Check, John A. Lawler

February 2016

Intermediate to advanced

240 pages

4h 46m

English

Wiley

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Culture FirstSell Before You BuyThe Seven Deadly Land MinesDo Your Due Diligence Before You Accept the Job OfferMitigate Risk Before You Accept a JobPosition Yourself for Success: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com
Create Time, Take ActionChoose the Right Day to Be Day OneThe Longer the Better1. Determine Your Leadership Approach Given the Context and Culture You Face2. Identify Key Stakeholders3. Craft Your Entry Message Using Your Current Best Thinking4. Jump-Start Key Relationships and Accelerate Your Learning Before Day One5. Manage Your Personal and Office Setup6. Plan Your Day One, Early Days, and First 100 DaysLeverage the Fuzzy Front End: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com
What Are You Going to Do on Day One?Make Careful Choices about Your Day One PlanDon't Reinvent the Wheel: Start with This Prototypical AgendaLeverage Your Agenda as a Symbol of What's ImportantChoose Location, Signs, and Symbols with Care: People Will NoticeDon't Necessarily Go to Where Your Boss IsLeverage Your Message on Day OneBe PresentBe Mindful of the Unintended ConsequencesDress to Fit InWhat Not to Do on Day OneTake Control of Day One: Summary and Implications
Where to Start and What You Need to KnowUse Your Communication to Drive EngagementConsider What Drives HappinessMaslow's NeedsCommunication Engagement LevelsBecome the Narrator-in-ChiefTouch PointsMonitor and AdjustKnow Your Message. Live Your MessageRepeat the MessageCelebrate Early WinsReinforceActivate Ongoing Communication: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com
Creating the Burning ImperativeDon't Hesitate to Burn Rubber on the Way to a Burning ImperativeBurning Imperative ComponentsMake It HappenWorkshop Attendance and TimingFollow through ConsistentlyFocusPivot to Strategy: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com

Capture the MilestonesFollow through—Or Don't Even StartMilestones Are Checkpoints along the Way to a Defined GoalManage Milestone Updates with a Five-Step ProcessUse Milestone Management to Lead Postmerger IntegrationUse Milestone Management at the Board LevelEarly WinsUse Early Wins to Prove the Benefits in a Postmerger IntegrationDon't Wait Too Long to Build MomentumFocus on the Results with the Most ImpactChampion the ChampionsRedefine SuccessCharter the Team for the WinCelebrate Early Wins and Significant Milestones along the WayDrive Operational Accountability: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com
The Structure and Roles Themselves Can Be the Cause of ProblemsA Framework for PlanningWhen Things Aren't Working, Don't Wait……And, When Things Are Working, Stick with the PlanDon't Let One Bad Apple Spoil the BatchKeep People in the Right RolesCut the Pain Out Early (or, at Least, as Early as Practical)How Fast Should You Move on the Team?A Pivotal Leadership MomentUsing Role Sort to Accelerate Change in Postmerger IntegrationMap Performance and RoleDeveloping Future CapabilitiesStrong Performers and the Three GoodsStrengthen the Organization: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com
Evolve Your LeadershipEvolve Your PracticesEvolve Your CultureThink DifferentlyAdjust to the Inevitable SurprisesKeep Building: Summary and ImplicationsAdditional Articles and Tools on www.onboardingtools.com