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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…mehr
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.
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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 DestructiveMyths 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 OneWeWant Says "Yes" 62 Myth 3:We Know What He Can Do 65 How TransitionMyths 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 HowThings Really Get Done 97 Culture and Power Structure 98 Power and Influence 104 Not PreparingMajor Players for the Right Roles 106 Mishandling the Onboarding of the New Leader 109 Summary 114 4 The Board's Role 117 Directors asMajor 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 TheyMust 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 LeaderMust Do 192 Learning 193 Visioning 194 Coalition Building 196 Methods andMechanisms for Relationships 198 Connecting 201 Listening 203 Summary 210 7 The Senior Manager's Role 215 Shaping Organization Opinion 220 Delivering Support 227 BuildingWinning Relationships 234 Summary 241 8 Summary 245 Index 253
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 DestructiveMyths 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 OneWeWant Says "Yes" 62 Myth 3:We Know What He Can Do 65 How TransitionMyths 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 HowThings Really Get Done 97 Culture and Power Structure 98 Power and Influence 104 Not PreparingMajor Players for the Right Roles 106 Mishandling the Onboarding of the New Leader 109 Summary 114 4 The Board's Role 117 Directors asMajor 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 TheyMust 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 LeaderMust Do 192 Learning 193 Visioning 194 Coalition Building 196 Methods andMechanisms for Relationships 198 Connecting 201 Listening 203 Summary 210 7 The Senior Manager's Role 215 Shaping Organization Opinion 220 Delivering Support 227 BuildingWinning Relationships 234 Summary 241 8 Summary 245 Index 253
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