Getting a new job or a big promotion is like building a house: You need to get the foundation right for both. With a job, the quick-drying cement is how well you do in your first hundred days, since they establish the foundation for long-term momentum and great performance.
Tom Neff and Jim Citrin are two of the world’s leading experts on leadership and career success. As key figures at Spencer Stuart (hailed by the Wall Street Journal as the number one brand name in executive search), they must understand the criteria for success when they recruit top executives for new leadership positions.
Through compelling, first-hand stories you will hear from people such as Jeffrey Immelt, CEO of GE, on how his career has been a series of successive first hundred days. Larry Summers, president of Harvard University, talks candidly about what he could have done differently in his early days to avoid dissipating goodwill among the diverse constituencies important for his future success. Gary Kusin of Kinko’s shares the specifics of the hundred-day action plan he crafted for himself before he started his new job. Paul Pressler of Gap Inc. shows how he developed a general strategic agenda that established fundamental principles and goals, waiting to prepare a more detailed strategic plan until later in his tenure.
Tom Neff and Jim Citrin’s actionable eight-point plan will be the foundation for your success—whether you are moving to a new organization or being promoted—showing how to:
• Prepare yourself mentally, physically, and emotionally from the time you accept until the time you begin
• Manage others’ expectations of you—bosses, colleagues, and subordinates
• Shape and build the team that will work with you
• Learn the lay of the land and find out how things “really work around here”
• Communicate your story effectively to people inside and outside the organization
• Avoid the top ten traps that confront every new leader, such as disrespecting your predecessor, misreading the true sources of power in the organization, or succumbing to the “savior syndrome”
When you start a new job you are in what AOL’s Jon Miller calls a “temporary state of incompetence,” faced with having to do the most when you know the least. But with the eight-point plan of You’re in Charge—Now What? you’ll understand and be able to take action on the patterns that will build your success.
Also available as an eBook
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 Fast Company.