Description
Book SynopsisPeter Fischer is an industrial psychologist and psychotherapist. He is the founder of FGi and for more then 15 years has supported senior executives in taking over new assignments, in change processes and in personal transitions. He has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.
Trade Review"Fischer suggests ways in which newly appointed executives can minimize disruption and maximise performance in their new organizations during the first, crucial, 100 days of their new role." Human Capital Management "Invaluable practical advice on how a new manager can work towards making their move successful. Clear, concise and very easy to follow." Phoenix "Will provide readers with self-assessment techniques that allow them to manage expectations and build key relationships." Northampton Chronicle & Echo "If you're about to move into a senior management position, getAbstract would add this book to your 'must read' stack." getAbstract, Spring-Summer 2008
Table of Contents
- Chapter - 00: Introduction: Dos and don’ts of successful leadership transitions;
- Section - ONE: The seven building blocks of successful leadership transition;
- Chapter - 01: Building Block 1: Managing expectations proactively;
- Chapter - 02: Building Block 2: Developing the key relationships;
- Chapter - 03: Building Block 3: Constructively analysing the initial situation ;
- Chapter - 04: Building Block 4: Establishing a set of motivating goals;
- Chapter - 05: Building Block 5: Fostering a positive climate for change;
- Chapter - 06: Building Block 6: Initiating changes effectively;
- Chapter - 07: Building Block 7: Using symbols and rituals;
- Section - TWO: Seven case studies illustrating successful leadership transition;
- Chapter - 08: Case Study 1: The internal promotion;
- Chapter - 09: Case Study 2: Entrepreneur wanted: the external candidate;
- Chapter - 10: Case Study 3: The big predecessor and the little successor;
- Chapter - 11: Case Study 4: The young high-potential manager;
- Chapter - 12: Case Study 5: The long-drawn-out start;
- Chapter - 13: Case Study 6: The assignment abroad;
- Chapter - 14: Case Study 7: Learning at headquarters: the challenge to managers from foreign subsidiaries
