New Boss

The New Boss is a practical guide to advise newly appointed managers how to survive the first one hundred days in their new role.

For managers making a leadership transition, it is critical to engage with the new role rapidly to permit a seamless changeover and to ensure that staff remain engaged and focused. This guide provides you with the structure and guidance you need to minimise disruption and maximise performance during the crucial first 100 days.

Autorentext

Dr. Peter Fischer is an industrial psychologist and psychotherapist. He is the founder of FischerGroupInternational, a consulting firm with offices around the world. For more than 15 years he has supported senior executives in taking over new assignments, in change processes, and in personal transitions. He has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.

Inhalt

Part I The seven building blocks of successful leadership transition

Building Block 1 Managing expectations proactively

'Have a go at it -- I have full confidence in you!'

The expectations of the employees

The expectations of colleagues

Expectations entailed in taking over a managerial position in a foreign country

Develop expectations actively

Building Block 2 Developing the key relationships

On dealing with disappointed rivals and hidden competitors

The significance of colleagues in the change of leadership

The predecessor -- the hidden competition

Invitations better refused

Networking -- developing power and influence

Building Block 3 Constructively analysing the initial situation

Discover the corporate culture

Sort through the issues

Gather the facts

Determine the potential for innovation

Seek resources on which you can build

Building Block 4 Establishing a set of motivating goals

What do employees look for in a change of leadership?

Designing a communicable set of goals

Avoiding the pitfalls when formulating goals

Visions -- looking to the future

Building Block 5 Fostering a positive climate for change

Ask an appreciative question, get an appreciative response

Deal positively with scepticism

Climate -- the basis of all change

Building Block 6 Initiating changes effectively

Strong signals for change

If I want to change something, I must do something different

Timing in leadership transition

Some obstacles to the management of change

Building Block 7 Using symbols and rituals

The significance of symbols and rituals in the process of leadership transition

Rituals of transition and change

Symbols and rituals of a new corporate culture

Part II Seven case studies illustrating successful leadership transition

Case Study 1 The internal promotion

The initial situation: 'It's good that nothing has changed'

The typical problems of internal promotions

What can you do?

Case Study 2 Entrepreneur wanted: the external candidate

The initial situation of the newcomer

The typical problems of the external manager

What can you do?

Case Study 3 The big predecessor and the little successor

The initial situation: in the shadow of the predecessor

The typical problems of the successor

What can you do?

Case Study 4 The young high-potential manager

The initial situation: scepticism and reserve

The typical problems of the high-potential manager

What can you do?

Case Study 5 The long-drawn-out start

The initial situation: the long-drawn-out start

The typical problems of the long-drawn-out start

What can you do?

Case Study 6 The assignment abroad

The initial situation: the expatriate

The typical problems of the expatriate

What can you do?

Case Study 7 Learning at headquarters: the challenge of managers from foreign subsidiaries

The initial situation: the manager from a foreign subsidiary

The typical problems of the manager from a foreign subsidiary

What can you do?