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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...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
2015.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Ciampa, Dan. | |
| 245 | 1 | 0 | |a Transitions at the top : |b what organizations must do to make sure new leaders succeed / |c Dan Ciampa and David L. Dotlich. |
| 264 | 1 | |a Hoboken, New Jersey : |b John Wiley & Sons, Inc., |c 2015. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 500 | |a Includes index. | ||
| 520 | |a "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 of directors, the outgoing CEO (if there is one), the Chief Human Resources Officer, and other influential senior executives all play a crucial role in achieving a successful transition. What does it take to focus the organization, culture, systems, and processes so that the entire company lays a foundation for success?Transitions at the Top tells companies everything they need to know to successfully maintain continuity as one leader passes the mantle of responsibility to a successor, spanning the steps & events from the point that a candidate for a top position accepts the offer, all the way through to the point that a critical mass of followers accepts him/her as the established leader. The book includes advice for each role who will be managing the transition"-- |c Provided by publisher | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | 0 | |g Machine generated contents note: |t The Transition Challenge -- |t The Roots of Failure -- |t Complexity -- |t Thinking Errors -- |t Execution Errors -- |t Roles for Success -- |t The Board's Role -- |t The CEO's Role -- |t The CHRO's Role -- |t The Senior Managers' Role -- |g 1. |t Complexity and Critical Crossroads -- |t Complexity -- |t Individual Adjustments -- |t CEO -- |t Board -- |t CHRO -- |t Senior Managers -- |t Systemic Adjustments -- |t Strategic -- |t Operational -- |t Political -- |t Cultural -- |t Summary -- |g 2. |t Three Destructive Myths -- |t Myths Plaguing Transitions at the Top -- |t Myth 1: People Join Companies All the Time ... It's No Big Deal -- |t Myth 2: Our Job Is Done When the One We Want Says "Yes" -- |t Myth 3: We Know What He Can Do -- |t How Transition Myths Bar Productive Thinking -- |t Lack of Empathy -- |t Lack of Learning -- |t Lack of Questioning -- |t Leaving Tough Questions Unanswered -- |t Summary -- |g 3. |t Errors of Execution -- |t Relationship between Incumbent and Successor -- |t Preparing for Only One Transition -- |t The Leader Who Departs -- |t Derivative Defections -- |t Mismanaging the Transition Process -- |t Not Organizing and Interpreting the Right Information -- |t How Things Really Get Done -- |t Culture and Power Structure -- |t Power and Influence -- |t Not Preparing Major Players for the Right Roles -- |t Mishandling the Onboarding of the New Leader -- |t Summary -- |g 4. |t The Board's Role -- |t Directors as Major Players -- |t Oversight for the Transition -- |t Managing Relationships -- |t Judging Performance -- |t Expectations -- |t Cultural and Political Attention -- |t Summary -- |g 5. |t The CEO's Role -- |t Controlling the Steps and Pace -- |t Role -- |t The Search and the Transition -- |t Ensuring Other Players Do What They Must -- |t Self-Management and Self-Awareness -- |t Summary -- |g 6. |t The CHRO's Role -- |t Great Senior Staffing Support -- |t Help for the New Leader -- |t What the New Leader Must Do -- |t Learning -- |t Visioning -- |t Coalition Building -- |t Methods and Mechanisms for Relationships -- |t Connecting -- |t Listening -- |t Summary -- |g 7. |t The Senior Manager's Role -- |t Shaping Organization Opinion -- |t Delivering Support -- |t Building Winning Relationships -- |t Summary -- |g 8. |t Summary. |
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| 650 | 0 | |a Leadership. | |
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| 700 | 1 | |a Dotlich, David L. |q (David Landreth), |d 1950- | |
| 776 | 0 | 8 | |i Print version: |a Ciampa, Dan. |t Transitions at the top. |d Hoboken, New Jersey : John Wiley & Sons, Inc., 2015 |z 9781118975084 |w (DLC) 2014045126 |
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