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Produktbild: Transitions at the Top

Transitions at the Top What Organizations Must Do to Make Sure New Leaders Succeed

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

20.04.2015

Verlag

John Wiley & Sons

Seitenzahl

288

Maße (L/B/H)

23,5/15,7/2 cm

Gewicht

576 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-97508-4

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

20.04.2015

Verlag

John Wiley & Sons

Seitenzahl

288

Maße (L/B/H)

23,5/15,7/2 cm

Gewicht

576 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-97508-4

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Transitions at the Top
  • Preface xiii
     
    Acknowledgements xix
     
    Introduction 1
     
    The Transition Challenge 3
     
    The Roots of Failure 7
     
    Complexity 7
     
    Thinking Errors 8
     
    Execution Errors 9
     
    Roles for Success 11
     
    The Board's Role 11
     
    The CEO's Role 13
     
    The CHRO's Role 15
     
    The Senior Managers' Role 17
     
    1 Complexity and Critical Crossroads 21
     
    Complexity 25
     
    Individual Adjustments 25
     
    CEO 25
     
    Board 27
     
    CHRO 29
     
    Senior Managers 32
     
    Systemic Adjustments 34
     
    Strategic 34
     
    Operational 36
     
    Political 39
     
    Cultural 41
     
    Summary 45
     
    2 Three Destructive Myths 47
     
    Myths Plaguing Transitions at the Top 56
     
    Myth 1: People Join Companies All the Time...It's No Big Deal 58
     
    Myth 2: Our Job Is Done When the One We Want Says "Yes" 62
     
    Myth 3:We Know What He Can Do 65
     
    How Transition Myths Bar Productive Thinking 71
     
    Lack of Empathy 71
     
    Lack of Learning 73
     
    Lack of Questioning 74
     
    Leaving Tough Questions Unanswered 76
     
    Summary 79
     
    3 Errors of Execution 81
     
    Relationship between Incumbent and Successor 85
     
    Preparing for Only One Transition 90
     
    The Leader Who Departs 90
     
    Derivative Defections 93
     
    Mismanaging the Transition Process 96
     
    Not Organizing and Interpreting the Right Information 96
     
    How Things Really Get Done 97
     
    Culture and Power Structure 98
     
    Power and Influence 104
     
    Not Preparing Major Players for the Right Roles 106
     
    Mishandling the Onboarding of the New Leader 109
     
    Summary 114
     
    4 The Board's Role 117
     
    Directors as Major Players 121
     
    Oversight for the Transition 127
     
    Managing Relationships 134
     
    Judging Performance 143
     
    Expectations 146
     
    Cultural and Political Attention 148
     
    Summary 150
     
    5 The CEO's Role 153
     
    Controlling the Steps and Pace 157
     
    Role 158
     
    The Search and the Transition 162
     
    Ensuring Other Players Do What They Must 166
     
    Self-Management and Self-Awareness 171
     
    Summary 177
     
    6 The CHRO's Role 179
     
    Great Senior Staffing Support 185
     
    Help for the New Leader 192
     
    What the New Leader Must Do 192
     
    Learning 193
     
    Visioning 194
     
    Coalition Building 196
     
    Methods and Mechanisms for Relationships 198
     
    Connecting 201
     
    Listening 203
     
    Summary 210
     
    7 The Senior Manager's Role 215
     
    Shaping Organization Opinion 220
     
    Delivering Support 227
     
    Building Winning Relationships 234
     
    Summary 241
     
    8 Summary 245
     
    Index 253