From Publishers Weekly
Starred Review. For any manager in a new position, from CEO to department subhead, the title's question is of paramount importance. The authors of this seminal book, top brass at leading global executive search firm Spencer Stuart, answer it with a comprehensive approach to maximizing the first 100 days on the job, drawing dramatically on the experience of more than 50 chief executives (as well as other corporate personnel) interviewed in depth. The authors' clear, sound eight-point plan covers the bases of what incoming business leaders need to know, from how to prepare physically and mentally for the first 100 days to crafting a strategic agenda; dealing with and transforming corporate culture; shaping the management team; working with a boss or a board; and more. What truly distinguishes this book from available management volumes, besides its inspiring hit-the-ground-running approach, is the material gleaned from the chief executives (among them, for example, Gary Kusin of Kinko's; Paul Pressler of Gap Inc.; Jonathan F. Miller of AOL; Steve Bennett of Intuit), which is full of entertaining, enlightening first-person anecdotes. Notably, this material focuses on steps to avoid as well as on appropriate actions to take. Lawrence Summers, for instance, named president of Harvard University in 2001, recalls that he "didn't fully appreciate the importance of simply providing traditional institutional reassurance.... I failed to appreciate that if you're going to be questioning everybody and challenging everybody, you have to do a lot of reassuring in return." Near book's end, Neff and Citrin (Lessons from the Top
, etc.) distill their plan into two principles: "Listen and Learn. Underpromise and overdeliver." Their expert elaboration of those principles throughout will make their work a guiding light to many an incoming manager. First serial to
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“When you really need to hit the ground running . . . Neff and Citrin offer the ultimate blueprint for success. A must-read for anyone entering into a leadership role at any level.” —Peter Chernin, president and COO, News Corporation
“Take it from someone who’s been there. You’re in Charge—Now What?
asks all the right questions and tracks down all the right answers from people who ought to know.” —Dick Parsons, chairman and CEO, Time Warner
“You’re in Charge—Now What?
may be the best ‘how-to’ leadership book I’ve ever read. It ranks right up there with Good to Great
.” —George H. Conrades, chairman and CEO, Akamai Technologies
“If you are heading into a new leadership role, read this book before you begin if you want to finish in triumph.” —Jack Valenti, retired president and CEO, Motion Picture Association of America
“The secret road maps of many prominent leaders are revealed for the first time.” —Jeffrey Sonnenfeld, associate dean, Yale School of Management
“An unparalleled guide based on some of the best minds in modern industry.” —Christopher P. Lofgren, Ph.D.,
president and CEO, Schneider National
“Gritty advice . . . for making good and fast decisions in the first days of fresh responsibilities.” —Michael Useem, director, Wharton Center for Leadership and ChangeFrom the Hardcover edition.