- Tapa dura: 352 páginas
- Editor: John Wiley & Sons Inc; Edición: 3rd Revised edition (11 de noviembre de 2011)
- Idioma: Inglés
- ISBN-10: 1118097548
- ISBN-13: 978-1118097540
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº416.451 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results (Inglés) Tapa dura – 11 nov 2011
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The authoritative updated and revised action plan for leaders entering new roles Your first 100 days in a new leadership role are critical to the success of your mission, your relationship with your new team, and your career. Turnover is high among new leaders who "didn't work out" and the costs to them and their organizations are dramatic. The solution is for every new leader to have an "onboarding" plan. This updated and revised third edition of the bestseller The New Leader's 100-Day Action Plan delivers expert guidance to prepare executives for their new leadership roles, accelerate their results, and reduce turnover. With new chapters and sample action plans, the third edition: * Helps you assess the internal political culture you'll be facing * Explains why your new job doesn't start on "Day 1" but on the day you accept the offer--and how to use the valuable time before "Day 1" * Explains the "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment * Includes downloadable forms to help you plan * Provides advice for your bosses so they'll know how to help you succeed The third edition also includes a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders. Discover the right approach for your new role and engage your new colleagues by fully understanding the unwritten rules of the new context. The New Leader's 100-Day Action Plan helps deliver better results faster.
Nota de la solapa
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.Ver Descripción del producto
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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.