Dan Ciampa, David L. Dotlich

Transitions at the Top

What Organizations Must Do to Make Sure New Leaders Succeed

• Gebundenes Buch

Produktbeschreibung

Clear, actionable guidance toward managing a major leadership change
Transitions at the Top is an insightful, informative guide to navigating a change in leadership. A smooth transition is critical to both the health of the organization and the success of the new leader, but good planning and strong strategy can help organizations come out fresher and more driven on the other side. This book provides the specific principles, guidelines, and actions that boards, C-suite executives, and HR leaders need to guarantee a successful CEO transition. Continuity is key as one leader passes the mantle to a successor, and this book spans the steps and events that take place from when the candidate accepts the offer, all the way through the point where a critical mass of followers have accepted him or her as the established leader. Coverage includes guidance on who should be engaged in the process, as well as role-specific advice for each member of the transition management team.

Many books have been written to advise new incoming CEOs, but there is little guidance available for the organization as a whole. This book provides actionable advice on smoothing the transition without breaking stride.

Maintain continuity during leadership transitions
Strengthen focus on culture, systems, and processes
Engage all influential executives in smoothing the transition
Lay a foundation to help the new leader succeed
The transition management team plays a crucial role in maintaining the health of the organization during a time of major change. Strong strategy becomes critical when an organization is in flux, and high engagement is key. Transitions at the Top provides expert insight, clear guidance, and a solid plan for a smoother transition.

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 288
• Erscheinungstermin: 20. April 2015
• Englisch
• Abmessung: 235mm x 157mm x 20mm
• Gewicht: 576g
• ISBN-13: 9781118975084
• ISBN-10: 1118975081
• Artikelnr.: 41853129

Autorenporträt

DAN CIAMPA is an advisor on CEO transitions, operations improvement, culture change, and top-level organization for implementing new strategies. He was chairman and CEO for Rath & Strong, Inc., and named by Businessweek as among the top five CEO advisors. He is author of four other books, including Right from the Start, with Michael Watkins. For more on his background, see www.danciampa.com. DAVID L. DOTLICH, PHD, is president of Pivot Leadership, a Korn Ferry company, and is an advisor and coach to CEOs and boards of companies such as Telstra, Johnson & Johnson, Nike, Ericsson, and DPDHL. He is an entrepreneur who has started, grown, and sold two large companies and is a former executive vice president of Honeywell International. He is the author of 12 books on leadership and has been named one of the Top 50 Coaches in the United States.

Inhaltsangabe

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