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End User License Agreement
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End User License Agreement
by John A. Lawler, Jayme A. Check, George B. Bradt
The New Leader's 100-Day Action Plan
Cover
Title Page
Copyright
Acknowledgments
Executive Summary
Chapter 1: Position Yourself for Success: Get the Job. Make Sure It Is Right for You. Avoid Common Land Mines.
Culture First
Sell Before You Buy
The Seven Deadly Land Mines
Do Your Due Diligence Before You Accept the Job Offer
Mitigate Risk Before You Accept a Job
Position Yourself for Success: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 2: Leverage the Fuzzy Front End: Jump-Start Relationships. Listen, Learn, and Plan Before Day One.
Create Time, Take Action
Choose the Right Day to Be Day One
The Longer the Better
1. Determine Your Leadership Approach Given the Context and Culture You Face
2. Identify Key Stakeholders
3. Craft Your Entry Message Using Your Current Best Thinking
4. Jump-Start Key Relationships and Accelerate Your Learning Before Day One
5. Manage Your Personal and Office Setup
6. Plan Your Day One, Early Days, and First 100 Days
Leverage the Fuzzy Front End: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 3: Take Control of Day One: Make a Powerful First Impression. Confirm Your Entry Message.
What Are You Going to Do on Day One?
Make Careful Choices about Your Day One Plan
Don't Reinvent the Wheel: Start with This Prototypical Agenda
Leverage Your Agenda as a Symbol of What's Important
Choose Location, Signs, and Symbols with Care: People Will Notice
Don't Necessarily Go to Where Your Boss Is
Leverage Your Message on Day One
Be Present
Be Mindful of the Unintended Consequences
Dress to Fit In
What Not to Do on Day One
Take Control of Day One: Summary and Implications
Chapter 4: Activate Ongoing Communication: Establish Leadership and Begin Cultural Transformation.
Where to Start and What You Need to Know
Use Your Communication to Drive Engagement
Consider What Drives Happiness
Maslow's Needs
Communication Engagement Levels
Become the Narrator-in-Chief
Touch Points
Monitor and Adjust
Know Your Message. Live Your Message
Repeat the Message
Celebrate Early Wins
Reinforce
Activate Ongoing Communication: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 5: Pivot to Strategy: Co-Create the Burning Imperative by Day 30.
Creating the Burning Imperative
Don't Hesitate to Burn Rubber on the Way to a Burning Imperative
Burning Imperative Components
Make It Happen
Workshop Attendance and Timing
Follow through Consistently
Focus
Pivot to Strategy: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 6: Drive Operational Accountability: Embed Milestones by Day 45 and Early Wins by Day 60.
Capture the Milestones
Follow through—Or Don't Even Start
Milestones Are Checkpoints along the Way to a Defined Goal
Manage Milestone Updates with a Five-Step Process
Use Milestone Management to Lead Postmerger Integration
Use Milestone Management at the Board Level
Early Wins
Use Early Wins to Prove the Benefits in a Postmerger Integration
Don't Wait Too Long to Build Momentum
Focus on the Results with the Most Impact
Champion the Champions
Redefine Success
Charter the Team for the Win
Celebrate Early Wins and Significant Milestones along the Way
Drive Operational Accountability: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 7: Strengthen the Organization: Get the Right Team in Place by Day 70.
The Structure and Roles Themselves Can Be the Cause of Problems
A Framework for Planning
When Things Aren't Working, Don't Wait…
…And, When Things Are Working, Stick with the Plan
Don't Let One Bad Apple Spoil the Batch
Keep People in the Right Roles
Cut the Pain Out Early (or, at Least, as Early as Practical)
How Fast Should You Move on the Team?
A Pivotal Leadership Moment
Using Role Sort to Accelerate Change in Postmerger Integration
Map Performance and Role
Developing Future Capabilities
Strong Performers and the Three Goods
Strengthen the Organization: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
Chapter 8: Keep Building: Evolve Your Leadership, Practices, and Culture to Deliver Results.
Evolve Your Leadership
Evolve Your Practices
Evolve Your Culture
Think Differently
Adjust to the Inevitable Surprises
Keep Building: Summary and Implications
Additional Articles and Tools on www.onboardingtools.com
References and Further Reading
About the Authors
Index
End User License Agreement
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WILEY END USER LICENSE AGREEMENT
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