The following is a book review by Jim Pawlak, Editor, Biz Books on the release of You're In Charge - Now What? The 8 Point Plan by Thomas Neff and James Citrin (Crown Business, 2005):
Whether you're a first-time supervisor or you've taken on a new managerial assignment, your productivity depends on your ability to connect with your staff during your first 100 days. Why are the first 100 days so critical? That's all the time it takes for employees to decide if you're a leader worth following. Through over 100 interviews with executives who've made successful connections, the authors have developed a success template. Their 8 points:
Develop an information gathering process. You must learn as much about the new job, its people, its processes, its cross-functional relationships before trying to make an impact.
Aligning expectations. This involves aligning what you expected with the reality of what you found and what you were told was expected of you. Tough assignment -- unless you're a good listener and a team builder. This is the best time to show your staff that their input is important.
No one can do it alone. You need to develop a list of "Go To" staff. What are you looking for? Positive influence on people. Good coaches. Collaborators. Workers who understand the company mission comes before personal goals.
Crafting a strategic agenda. Make your agenda a short list of the highest priorities. Why? Short lists provide focus for your team. Build a "Why it's important" theme into each priority.
Culture is the game. When management changes, the way things are done often changes. Staff must buy in, or it will resist. New managers have to learn how to "sell" change, rather than "command" it.
Answering to your new boss. What are his/her expectations for your performance? Ask questions about types of information he/she wants and when. Make sure you know your decision-making boundaries, too.
Communication. Two-way communication is the only effective communication. Know your audience and tailor your message. Encourage peer-to-peer communication.
Resisting temptation. Don't think that what made you successful in your old job will work in your new one. Don't stifle dissent; evaluate its merit. Don't pick the wrong battle; stick with your highest priorities.
Review is from WHARTON LEADERSHIP DIGEST - May, 2005, Volume 9, Number 8
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