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You're in Charge, Now What?by Thomas J. Neff
Synopses & Reviews
Getting a new job or a big promotion is like building a house: You need to get the foundation right for both. With a job, the quick-drying cement is how well you do in your first hundred days, since they establish the foundation for long-term momentum and great performance.
Tom Neff and Jim Citrin are two of the world’s leading experts on leadership and career success. As key figures at Spencer Stuart (hailed by the Wall Street Journal as the number one brand name in executive search), they must understand the criteria for success when they recruit top executives for new leadership positions.
Through compelling, first-hand stories you will hear from people such as Jeffrey Immelt, CEO of GE, on how his career has been a series of successive first hundred days. Larry Summers, president of Harvard University, talks candidly about what he could have done differently in his early days to avoid dissipating goodwill among the diverse constituencies important for his future success. Gary Kusin of Kinko’s shares the specifics of the hundred-day action plan he crafted for himself before he started his new job. Paul Pressler of Gap Inc. shows how he developed a general strategic agenda that established fundamental principles and goals, waiting to prepare a more detailed strategic plan until later in his tenure.
Tom Neff and Jim Citrin’s actionable eight-point plan will be the foundation for your success — whether you are moving to a new organization or being promoted — showing how to:
"For any manager in a new position, from CEO to department subhead, the title's question is of paramount importance. The authors of this seminal book, top brass at leading global executive search firm Spencer Stuart, answer it with a comprehensive approach to maximizing the first 100 days on the job, drawing dramatically on the experience of more than 50 chief executives (as well as other corporate personnel) interviewed in depth. The authors' clear, sound eight-point plan covers the bases of what incoming business leaders need to know, from how to prepare physically and mentally for the first 100 days to crafting a strategic agenda; dealing with and transforming corporate culture; shaping the management team; working with a boss or a board; and more. What truly distinguishes this book from available management volumes, besides its inspiring hit-the-ground-running approach, is the material gleaned from the chief executives (among them, for example, Gary Kusin of Kinko's; Paul Pressler of Gap Inc.; Jonathan F. Miller of AOL; Steve Bennett of Intuit), which is full of entertaining, enlightening first-person anecdotes. Notably, this material focuses on steps to avoid as well as on appropriate actions to take. Lawrence Summers, for instance, named president of Harvard University in 2001, recalls that he 'didn't fully appreciate the importance of simply providing traditional institutional reassurance.... I failed to appreciate that if you're going to be questioning everybody and challenging everybody, you have to do a lot of reassuring in return.' Near book's end, Neff and Citrin (Lessons from the Top, etc.) distill their plan into two principles: 'Listen and Learn. Underpromise and overdeliver.' Their expert elaboration of those principles throughout will make their work a guiding light to many an incoming manager. First serial to Fast Company." Publishers Weekly (Copyright 2004 Reed Business Information, Inc.)
"Gritty advice...for making good and fast decisions in the first days of fresh responsibilities." Michael Useem, director, Wharton Center for Leadership and Change
"When you really need to hit the ground running...Neff and Citrin offer the ultimate blueprint for success. A must-read for anyone entering into a leadership role at any level." Peter Chernin, president and COO, News Corporation
"The secret road maps of many prominent leaders are revealed for the first time." Jeffrey Sonnenfeld, associate dean, Yale School of Management
"An unparalleled guide based on some of the best minds in modern industry." Christopher P. Lofgren, Ph.D., president and CEO, Schneider National
"Based on the authors' critical study of the successes and failures of hundreds of executives, this unique title is a praiseworthy gem in the saturated management genre. Highly recommended." Library Journal
Interviewing 50 powerful CEOs, the authors provide the principles of success--what to do, what not to do--for anyone about to assume a new job or leadership role.
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