action-forcing events, 192–193
adaptation
advice networks, 30
building, 75
creating supportive, 3
winning, 68
analysts, 96
assimilation process, for new leaders, 50–52, 102
authority
establishing your, 46
benchmarking, 159
blocking alliances, 68–69, 72–73
boss
conversations to have with new, 99–100
as stakeholder, 95
transition support by, 196–197
bridge building, 163
business architecture, 133
business consultants, 160
business culture. See organizational culture
business environment
external, 133, 135–137, 140, 145–147
business portfolio challenge, 5
business practices, local, 116–119
business situations, 100
assessment of, 155
business system analysis, 133–147
career-development pathways, 32–34
career transitions
acceleration systems for, 189–197
to business unit leader, 25–29
failed, 1
just-in-time support for, 191–192
successful, 1
challenges. See also specific types
personal adaptive, 7
change
in attitudes and behaviors, 161–163
cultural, 93
personal, 7
turnaround versus realignment, 155–158
C-level executives, 24
communication channels, 21
companies. See organizations
competencies, level-specific, 16, 22–25
competitive intelligence, 122–123
compliance issues, in international moves, 116–119
conflict, 91
defined, 63
developing influence strategy and, 73–76
influence landscape and, 67–73
influence objectives and, 66–67
course-adjustment conversation, 100
Critical Career Crossroads framework, 23
cross-functional teams, 26
cultural adaptation, 88–93, 101
cultural interpreters, 92
cultural norms, identifying, 91
culture
understanding foreign, 124–126
work, 138
customers, 96
decision makers, strategy for influencing, 73–76
decision making
delivery mode, for transition support, 195–196
diplomacy. See corporate diplomacy
direct reports, 95
Drucker, Peter, 19
expectations
conversation about, 100
managing, 111
negotiation of, 99
stakeholder, 137
unspoken, 98
external customers, 96
external environment, 133, 135–137, 140, 145–147
external suppliers, 96
facts, versus opinions, 159
families, internal moves and, 112–113
family support networks, 113
First 90 Days, The (Watkins), 2, 3–5
FOGLAMP project-planning template, 183, 184
front lines, distance from, 17
front-line supervisors, 23
fulcrum issues, 18
function leaders
competencies and traps for, 23
transitions to business unit leadership by, 25–29
globalization, 110. See also international move challenge
government, 96
group leaders, 24
immune system, company’s, 85–88
incrementalism, 75
as cultural norm, 91
informal, 95
information systems, 122
interests, 73
internal customers, 96
internal environment, 133, 135, 138
internal suppliers, 96
international move challenge, 5, 7, 107–127
compliance issues and, 116–119
principles for successful, 111–126
stereotypes and, 115
strategic priorities and, 121–123
Kaplan/Norton Balanced Scorecard, 143
leaders
assimilation process for new, 50–52, 102
transition-acceleration systems for new, 189–197
leadership
assessment, 168
leadership presence, 22
leading-former-peers challenge, 6–7, 37–57
establishment of authority and, 46
new leader assimilation process and, 50–52
relationship engineering and, 41–51
working with new peers and boss, 53–56
level-specific competencies, 16, 22–25
low-hanging fruit trap, 179
manager of supervisors, 23
media, 96
meetings
as cultural norm, 91
summit, 76
metrics, 162
mission definition, 141–143, 145
networks
advice, 30
family support, 113
new, following promotion, 53–56
new leader assimilation process, 50–52, 102
nonprofit sector, 96
North American manufacturing operations, 156
onboarding challenge, 5, 7, 79–105
aligning expectations and, 97–100, 102–104
creating onboarding systems, 100–104
cultural adaptation and, 88–93, 101
making political connections and, 93–97, 101–102
organizational immunology and, 85–88
STARS framework and, 168
support for, 194
opinions, versus facts, 159
organizational alignment, 139, 144–145
organizational architecture, 147–149
organizational-change challenge, 5, 7–8, 15–16
statement of, 13
organizational climate, 138
organizational culture, 88–93, 101
organizational design, 27
organizational immunology, 85–88
organizational politics, 17, 20–21
organizational structure, 147, 148
organizational thermodynamics, 177
organizations
joining new, 5
political dynamics within, 69–70
realignment of, 5
transition-acceleration systems for, 189–197
turning around, 5
outside constituencies, 28
outward focus, in realignments, 159
peers
leading former (see leading-former-peers challenge)
as stakeholders, 95
performance metrics, 162
personal adaptive challenge, 7
perspective, broadening your, 18–19
persuadeables, 71
playgrounds, 33
political connections, 93–97, 101–102
politics, organizational, 17, 20–21
priorities, strategic, 121–123, 143
problem finding, 28
problems
shared diagnosis of, 161
problem-solving skills, 28
promotions, 4. See also leading-former-peers challenge
from within, 160
broadening impact horizon and, 16, 18–19
to business unit leader, 25–29
communication channels and, 21
disappointed former peers and, 44–46
distance from front lines and, 17
early rites of passage in, 43–44
increased scrutiny and, 17, 22
increasing complexity and, 16, 19–20
level-specific competencies and, 16, 22–25
organizational politics and, 17, 20–21
personal adaptive challenge of, 29–30
support for, 194
working with new peers and boss and, 53–56
reactive coalition building, 63
realignment challenge, 5, 151–169
checklist for, 169
versus turnaround challenge, 155–158
recognition, 91
recognize-recover-recalibrate (R3) loop, 92
recruitment
integrating with onboarding, 103–104
STARS framework and, 168
relationship engineering, 41–51
resource allocation, 100
results, achievement of, 91
rule makers, 96
self-promotion, 15
sequencing, 75
shuttle and summit diplomacy, 76
STARS model, 7–8, 132, 167–168
STARS portfolio analysis, 174–176
STARS portfolio challenge, 171–188
driving execution and, 176–183
personal adaptive challenge and, 183, 185–187
stepping-stones, 33
strategic priorities, 121–123, 143
strategic thinking, 27
successes, early, 163, 177–182
succession planning, 168
suppliers, 96
support networks, 113
talent
bringing in own, 87
management, 168
team development, 168
teams
bringing in own people for, 87
building complementary, 166–167
cross-functional, 26
international moves and building, 119–121
project, 183
3-D Business Strategy, 139–147
titles, mistaking for authority, 94, 97
transition-acceleration systems, 189–197
transitions. See career transitions
turnaround challenge, 5, 7, 93, 129–150
business strategy and, 136–147
business system analysis and, 133–147
organizational architecture and, 147–149
versus realignment challenge, 155–158
U.S. Foreign Corrupt Practices Act, 117
vision, 145
winning alliances, 68
work culture, 138