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The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, 3rd Edition

ISBN: 978-1-118-09754-0
352 pages
October 2011
The New Leader
The authoritative updated and revised action plan for leaders entering new roles

Your first 100 days in a new leadership role are critical to the success of your mission, your relationship with your new team, and your career. Turnover is high among new leaders who "didn't work out" and the costs to them and their organizations are dramatic. The solution is for every new leader to have an "onboarding" plan. This updated and revised third edition of the bestseller The New Leader's 100-Day Action Plan delivers expert guidance to prepare executives for their new leadership roles, accelerate their results, and reduce turnover.

With new chapters and sample action plans, the third edition:

  • Helps you assess the internal political culture you'll be facing
  • Explains why your new job doesn't start on "Day 1" but on the day you accept the offer--and how to use the valuable time before "Day 1"
  • Explains the "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment
  • Includes downloadable forms to help you plan
  • Provides advice for your bosses—so they'll know how to help you succeed

The third edition also includes a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross. The new edition also explains how to use social media and other communication tools to reach and motivate your stakeholders.

Discover the right approach for your new role and engage your new colleagues by fully understanding the unwritten rules of the new context. The New Leader's 100-Day Action Plan helps deliver better results faster.

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Preface ix

Acknowledgments xiii

Introduction An Executive Summary of the

Onboarding Process xv

PART I BECOME THE BEST CANDIDATE FOR THE JOB.

CHAPTER 1 Position Yourself for a New Role 3

Tool 1.1 BRAVE Preferences (Downloadable) 16

Tool 1.1b BRAVE Preferences Guide (Downloadable) 18

Tool 1.2 Five-Step Career Plan (Downloadable) 20

CHAPTER 2 Sell before You Buy: Answer the Only Three Interview Questions 22

Tool 2.1 Negotiating Prep and Guidelines (Downloadable) 33

PART II DISCOVER YOUR NEW ROLE: IT'S ALWAYS MORE THAN YOU THINK IT IS.

CHAPTER 3 Map and Avoid the Most Common Land Mines 39

CHAPTER 4 Do Your Due Diligence before You Accept the Job Offer 51

Tool 4.1 Risk Assessment Checklist (Downloadable) 63

PART III TAKE CONTROL OF YOUR OWN START.

CHAPTER 5 Choose the Right Approach for the Business Context and the Culture You Face 69

Tool 5.1 Context Assessment Sheet (Downloadable) 81

Tool 5.2 Culture Assessment Sheet (Downloadable) 83

Tool 5.2b BRAVE Culture Assessment (Downloadable) 85

Tool 5.3 Context and Culture Map (Downloadable) 88

Tool 5.4 Contributor/Watcher Map (Downloadable) 89

CHAPTER 6 Embrace and Leverage the Fuzzy Front End before Day One 90

Tool 6.1 100-Day Checklist (Downloadable) 112

Tool 6.1b 100-Day Checklist—Sample: New Company (Downloadable) 115

Tool 6.2 Stakeholder Map (Downloadable) 117

Tool 6.3 Onboarding Conversation Framework (Downloadable) 118

Tool 6.4 Relocation Checklist (Downloadable) 120

CHAPTER 7 Take Control of Day One: Make a Powerful First Impression 122

Tool 7.1 Day One Checklist (Downloadable) 133

Tool 7.2 New Manager’s Assimilation Session (Downloadable) 134

CHAPTER 8 Motivate and Focus Your Team with Ongoing Communications (Including Social Media) 135

Tool 8.1 Broader Stakeholder Map (Downloadable) 153

Tool 8.2 Communication Guide (Downloadable) 154

Tool 8.3 Communication Campaign Milestones (Downloadable) 155

PART IV IMPLEMENT YOUR 100-DAY ACTION PLAN.

CHAPTER 9 Embed a Burning Imperative by Day 30 159

Tool 9.1 Burning Imperative Workshop Tool (Downloadable) 169

CHAPTER 10 Exploit Key Milestones to Drive Team Performance by Day 45 171

Tool 10.1 Team Milestones (Downloadable) 179

CHAPTER 11 Overinvest in Early Wins to Build Team Confi dence by Day 60 181

Tool 11.1 Team Charter Tool (Downloadable) 188

CHAPTER 12 Secure ADEPT People in the Right Roles and Deal with Inevitable Resistance by Day 70 189

Tool 12.1 Performance/Role Match (Downloadable) 203

CHAPTER 13 Evolve People, Plans, and Practices to Capitalize on Changing Circumstances 204

APPENDICES.

APPENDIX I Deploy Six Basic Elements of Leadership 213

APPENDIX II Complete a Situation Assessment to Inform Your Plan 220

Tool A2.1 5Cs Situation Analysis Guidelines (Downloadable) 223

Tool A2.2 SWOT Form (Downloadable) 226

APPENDIX III Leverage These 15 Secrets to Become a Great Communicator 228

Tool A3.1 Communication Planning Tool (Downloadable) 234

Tool A3.2 Press Interviews (Downloadable) 236

APPENDIX IV Bring More Discipline to Your Strategic Planning Process 237

APPENDIX V Manage People and Practices with Standardized Processes that Are Public and Visual 244

Tool A5.1 Role Scope (Downloadable) 252

APPENDIX VI Leading When You Were Promoted from Within or Internally Transferred 254

Tool A6.1 Announcement Cascade Checklist (Downloadable) 269

APPENDIX VII Leading a Department/Team Merger, Reorganization, or Restart 271

APPENDIX VIII The International Manager: Adapting and Building Trust When You’re a Foreigner 274

APPENDIX IX Leading through a Crisis: A 100-Hour Action Plan 278

Tool A9.1 100-Hour Action Plan for Crisis Management (Downloadable) 285

Tool A9.1b 100-Hour Action Plan for Crisis Management Guide (Downloadable) 287

APPENDIX X Onboarding: How Organizations and Supervisors Can Dramatically Boost the Odds of a New Leader's Success 289

APPENDIX XI Sample 100-Day Plans 301

Tool A6.1b 100-Day Checklist—Sample: New Company—Head of Marketing (Downloadable) 302

Tool A6.1c 100-Day Checklist—Sample: Promoted from Within from Comptroller to CFO (Downloadable) 304

Tool A6.1d 100-Day Checklist—Sample: New Country Manager—France (Downloadable) 306

References 309

About the Authors 311

Index 313

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George B. Bradt has a unique perspective on helping leaders move into complex, high-stakes new roles. After graduating from Harvard and Wharton (MBA), George spent two decades in sales, marketing, and general management around the world at companies including Unilever, Procter & Gamble, Coca-Cola, and then J.D. Power as chief executive of its Power Information Network spin-off. Now, he is a principal of CEO Connection and managing director of PrimeGenesis, the executive onboarding and transition acceleration group he founded in 2002. George can be reached at gbradt@primegenesis.com.

Jayme A. Check offers a dynamic and global perspective gained from executive roles in firms ranging from start-ups to the Fortune 500 and leadership positions in sales, business development, and general management at companies including J.P. Morgan, Guidance Solutions, and Brice Manufacturing. In addition to being a PrimeGenesis founder and author of its onboarding and transition acceleration methodology, Jayme is President of Quantum Leap Associates, a firm focused on providing executives worldwide with authentic and measurable leadership skills. He earned a BS from Syracuse University and an MBA from UCLA's Anderson School. Jayme can be reached at jcheck@primegenesis.com.

Jorge E. Pedraza, PhD, is a former professor and a founding partner of PrimeGenesis. He helped develop the PrimeGenesis onboarding and transition acceleration methodology and has since deployed it to found and build Unison Site Management, the nation's leading independent cell site acquisition and management company. Jorge can be reached at jpedraza@primegenesis.com.

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August 24, 2011
The New Leader's 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results, 3rd Edition

Your first 100 days in a new leadership role are critical. They determine the success of your mission, your relationship with your new team, and the trajectory of your career. Turnover is high among new leaders who "didn't work out," and the costs to them and their organizations are dramatic. However, the odds are in your favor, if you have a comprehensive onboarding plan.

Your first 100 days in a new leadership role are critical. They determine the success of your mission, your relationship with your new team, and the trajectory of your career. Turnover is high among new leaders who "didn't work out," and the costs to them and their organizations are dramatic. However, the odds are in your favor, if you have a comprehensive onboarding plan.

This updated and revised Third Edition of the bestseller The New Leader's 100-Day Action Plan provides authoritative guidance to prepare exec-utives for an important transition and accelerate their results. Discover the right approach for taking charge in your new role, learn the key steps you should be making before Day One, and engage your new colleagues by fully understanding the organizational culture. This edition also adds a new 100-Hour Action Plan for crisis situations, which has been adopted by the American Red Cross.

With new chapters, sample action plans, and down-loadable forms to help you plan, this invaluable handbook will help you:

  • Assess the business context and internal political culture you'll be facing

  • Implement the "BRAVE" approach to motivating your new team members by understanding their Behaviors, Relationships, Attitudes, Values, and Environment

  • Provide advice for your bosses so that they'll know how to help you succeed

  • Use social media and other communication tools to reach and motivate your new stakeholders

The New Leader's 100-Day Action Plan will help you deliver better results faster. Ensure that you achieve all of your goals in your next leadership role by implementing an effective plan, starting even before Day One.

See More
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