Wiley
Wiley.com
Print this page Share
E-book

The New Leader s 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results

ISBN: 978-0-471-92827-0
256 pages
July 2006
The New Leader s 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results (0471928275) cover image
Praise for The New Leader's 100-Day Action Plan

"What a book! New and experienced managers at every level will 'fly' with this programmed learning."
—The Honorable Bruce S. Gelb former vice chairman, Bristol-Myers Squibb

"I love this book and wish I had read it before stepping into my current leadership role. It provides a practical and indispensable road map to success that will help new leaders stack the odds in their favor. Read it and don't be among the forty percent of leaders who fail in the first eighteen months!"
—Sandy Rogers former marketing manager, Procter & Gamble and Apple Computer, and former senior vice president, Corporate Strategy, Enterprise Rent-A-Car Company

"The New Leader's 100-Day Action Plan offers a comprehensive architecture with practical tools and techniques for new leaders to follow. I believe that
leaders who utilize the advice from this book will have demonstrative business and culture-building results."
—Joe Bonito Vice President, Global Leadership Effectiveness, Pfizer

"One of the most basic yet comprehensive books I've read regarding the dos and don'ts of a successful on-boarding process. A must-read for all aspiring business leaders, from first-time CEO's to executives at every level of the organization. Also a great tool for human resources and talent manage-ment executives."
—Joe Griesedieck Vice Chairman, Korn/Ferry Executive Search

See More
Chapter 1: Executive Summary: An “On-Boarding” Process for Leaders at Every Level.

PART I: BEFORE YOU ACCEPT A NEW LEADERSHIP ROLE.

Chapter 2: Sell Yourself First: How to Negotiate for a Leadership Position.

Five-Step Career Plan Worksheet (Downloadable).

Negotiating Worksheet (Downloadable).

Chapter 3: Do Your Due Diligence: Make Sure the Job, the Culture, and Your New Boss Fit Your Strengths and Weaknesses.

Five Cs Situation Analysis Guidelines (Downloadable).

SWOT Form (Downloadable).

Due Diligence Checklist (Downloadable).

PART II: THE 100-DAY ACTION PLAN.

CHAPTER 4 You Must Start before Day One: Especially with Your Boss and Key Stakeholders.

100-Day Checklist (Downloadable).

Stakeholder List (Downloadable).

On-Boarding Conversation Framework (Downloadable).

Relocation Checklist (Downloadable).

On-Boarding Checklist for HR (Downloadable).

Chapter 5: Decide How to Engage the New Culture: Assimilate, Converge and Evolve, or Shock.

ACES Framework.

Chapter 6: Take Control of Day One: Make a Powerful First Impression.

Day One Checklist (Downloadable).

New Manager Assimilation Session.

Chapter 7: Get Buy-In for the One Burning Imperative and Create the New Strategy (by Day 30).

Imperative Workshop.

Chapter 8: Use Key Milestones to Drive Team Performance (by Day 45).

Goal Recording and Tracking Worksheet (Downloadable).

Chapter 9: Invest in Early Wins to Build Team Confidence (by Day 60).

Team Charter Worksheet (Downloadable).

Chapter 10: Get the Right People in the Right Roles (by Day 70).

Performance/Potential Grid (Downloadable).

Chapter 11: Shape the Team Culture with an Ongoing Communication Campaign (throughout Your First 100 Days).

Communication Campaign Milestones (Downloadable).

Culture Change Management (Downloadable).

Communication Planning (Downloadable).

PART III: WHAT LEADERS KNOW.

Chapter 12: Adjust to the Inevitable Surprises.

Crisis Management Checklist (Downloadable).

Crisis Communication Checklist (Downloadable).

Chapter 13: Avoid the Most Common Mistakes.

Chapter 14: Build Loyalty, Trust, and Commitment.

APPENDICES: TEAM, MARKETING, AND STRATEGIC PLANNING TOOLS USEFUL ACROSS STEPS.

Appendix I:   Strategic Planning.

Appendix II: SIPOC Tool.

Appendix III: Decision Tool.

Appendix IV: Brand Positioning.

Appendix V: Creative Brief Tool.

Appendix VI: Marketing Asset Management Tool.

Appendix VII: Partnerships/Alliances Guidelines.

Appendix VIII: Strategic Map Tool.

Appendix IX: Profit Pools Tool.

REFERENCES.

INDEX.

ABOUT THE AUTHORS.

See More
George Bradt is the founder and Managing Director of PrimeGenesis, the premier executive transition consultancy. He is also a former executive at Unilever, Procter & Gamble, Disney, Coca-Cola, and J.D. Power and Associates.

Jayme A. Check is a founding Partner of PrimeGenesis and founder and President of Quantum Leap Associates. He codeveloped PrimeGenesis's executive transition acceleration methodology. He has held executive positions in sales, business development, and strategy at several high-profile companies.

Jorge Pedraza is a founding Partner of PrimeGenesis and a founder of Unison Site Management, a specialty finance company in the wireless telecommunications field. He has worked in strategy and business development in the world of new media at Concrete, Guidance Solutions, and Le Monde Interactive.
For more information, please visit www.wiley.com/go/primegenesis.

See More
Back to Top