Transitions at the top what organizations must do to make sure new leaders succeed
"Many books have been written for new CEOs on what they need to do when they take charge at a new company, but few focus on what the rest of the organization has to do to set up the new leader--and the rest of the organization--for success. During any transition of C-suite leadership, the board...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley
2015.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628934806719 |
Tabla de Contenidos:
- Cover; Title Page; Copyright; Contents; Preface; Acknowledgements; Introduction; The Transition Challenge; The Roots of Failure; Complexity; Thinking Errors; Execution Errors; Roles for Success; The Board's Role; The CEO's Role; The CHRO's Role; The Senior Managers' Role; Chapter 1 Complexity and Critical Crossroads; Complexity; Individual Adjustments; CEO; Board; CHRO; Senior Managers; Systemic Adjustments; Strategic; Operational; Political; Cultural; Summary; Chapter 2 Three Destructive Myths; Myths Plaguing Transitions at the Top
- Myth 1: People Join Companies All the Time ... It's No Big DealMyth 2: Our Job Is Done When the One We Want Says ""Yes''; Myth 3: We Know What He Can Do; How Transition Myths Bar Productive Thinking; Lack of Empathy; Lack of Learning; Lack of Questioning; Leaving Tough Questions Unanswered; Summary; Chapter 3 Errors of Execution; Relationship between Incumbent and Successor; Preparing for Only One Transition; The Leader Who Departs; Derivative Defections; Mismanaging the Transition Process; Not Organizing and Interpreting the Right Information; How Things Really Get Done
- Culture and Power StructurePower and Influence; Not Preparing Major Players for the Right Roles; Mishandling the Onboarding of the New Leader; Summary; Chapter 4 The Board's Role; Directors as Major Players; Oversight for the Transition; Managing Relationships; Judging Performance; Expectations; Cultural and Political Attention; Summary; Chapter 5 The CEO's Role; Controlling the Steps and Pace; Role; The Search and the Transition; Ensuring Other Players Do What They Must; Self-Management and Self-Awareness; Summary; Chapter 6 The CHRO's Role; Great Senior Staffing Support
- Help for the New LeaderWhat the New Leader Must Do; Learning; Visioning; Coalition Building; Methods and Mechanisms for Relationships; Connecting; Listening; Summary; Chapter 7 The Senior Manager's Role; Shaping Organization Opinion; Delivering Support; Building Winning Relationships; Summary; Chapter 8 Summary; Index; EULA
