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The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results Hardcover – October 4, 2011
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From the Inside Flap
Your first 100 days in a new leadership role are critical. They determine the success of your mission, your relationship with your new team, and the trajectory of your career. Turnover is high among new leaders who "didn't work out," and the costs to them and their organizations are dramatic. However, the odds are in your favor, if you have a comprehensive onboarding plan.
This updated and revised Third Edition of the bestseller The New Leader's 100-Day Action Plan provides authoritative guidance to prepare exec-utives for an important transition and accelerate their results. Discover the right approach for taking charge in your new role, learn the key steps you should be making before Day One, and engage your new colleagues by fully understanding the organizational culture. This edition also adds a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross.
With new chapters, sample action plans, and down-loadable forms to help you plan, this invaluable handbook will help you:
Assess the business context and internal political culture you'll be facing
Implement the "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment
Provide advice for your bosses so that they'll know how to help you succeed
Use social media and other communication tools to reach and motivate your new stakeholders
The New Leader's 100-Day Action Plan will help you deliver better results faster. Ensure that you achieve all of your goals in your next leadership role by implementing an effective plan, starting even before Day One.
From the Back Cover
Praise for THE NEW LEADER'S 100-DAY ACTION PLAN
"What a book! New and experienced managers at every level will 'fly' with this programmed learning."
—THE HONORABLE BRUCE S. GELB, former ambassador to Belgium; former vice chairman,Bristol-Myers Squibb; former president, Clairol
"I love this book and wish I had read it before stepping into my current leadership role. It provides a practical and indispensable road map to success that will help new leaders stack the odds in their favor. Read it—and don't be among the 40 percent of leaders who fail in the first eighteen months."
—SANDY ROGERS, former marketing manager, Procter & Gamble and Apple Computer; former senior vice president, Enterprise Rent-A-Car
"The New Leader's 100-Day Action Plan offers practical tools and techniques for new leaders to follow. Leaders who use this book can expect impressive business and culture-building results."
—JON BONITO, Senior Vice President, Bank of America; formerly of Coach and Pfizer
"One of the most basic, yet comprehensive books I've read regarding the do's and don'ts of a successful onboarding process. A must-read for all aspiring business leaders, first-time CEOs, and executives at every level of the organization. Also, a great tool for HR and talent management executives."
—JOE GRIESEDIECK, former CEO, Spencer Stuart; Vice Chairman, Korn/Ferry International
Top customer reviews
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I'm not new to senior management roles but I bought this book before undertaking a position in a company that I already knew had a, dare I say, a 'horrible' company culture.
I'd spent the last number of years in a large (10,000 people,) high-velocity organisation that prided itself on its profitability, its ability to grow rapidly and react quickly to an ever-changing business environment. One where creativity was not only encouraged, it was the order of the day, and an element of calculated risk-taking topped it all off. My new job is in a large, loss making, sluggish, semi-state that is trying hard to transform itself, despite its many issues, chief among them its people and its stone age company culture. They are bureaucratic by nature, view foreigners with suspicion, are comparatively not well educated, unionised, and are very self-entitled. This book contributed greatly to what would otherwise have been a far more frictious transition for me had I not read it.
My point is this, this book is not just for someone taking on their first leadership role, it is also highly relevant for anyone making the transition from one company culture to another.
As an aside, I've found that some of the advice here can lead you to clash with established people/groups, typically those who have an aversion to change and managers in general, as you work to make your mark in the months following your arrival.
This book is also helpful for existing managers who need to refresh their style and add new energy into their leadership strategy.
Pull the triger, buy it!