Transitions at the top : what organizations must do to make sure new leaders succeed /

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"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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Ciampa, Dan
Otros Autores: Dotlich, David L. (David Landreth), 1950-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc., 2015.
Temas:
Executives.
Executive succession.
Leadership.
Leadership
Cadres (Personnel) > Relève.
BUSINESS & ECONOMICS > General.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Machine generated contents note: 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
  • 1. Complexity and Critical Crossroads
  • Complexity
  • Individual Adjustments
  • CEO
  • Board
  • CHRO
  • Senior Managers
  • Systemic Adjustments
  • Strategic
  • Operational
  • Political
  • Cultural
  • Summary
  • 2. Three Destructive Myths
  • Myths Plaguing Transitions at the Top
  • Myth 1: People Join Companies All the Time ... It's No Big Deal
  • Myth 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
  • 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 Structure
  • Power and Influence
  • Not Preparing Major Players for the Right Roles
  • Mishandling the Onboarding of the New Leader
  • Summary
  • 4. The Board's Role
  • Directors as Major Players
  • Oversight for the Transition
  • Managing Relationships
  • Judging Performance
  • Expectations
  • Cultural and Political Attention
  • Summary
  • 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
  • 6. The CHRO's Role
  • Great Senior Staffing Support
  • Help for the New Leader
  • What the New Leader Must Do
  • Learning
  • Visioning
  • Coalition Building
  • Methods and Mechanisms for Relationships
  • Connecting
  • Listening
  • Summary
  • 7. The Senior Manager's Role
  • Shaping Organization Opinion
  • Delivering Support
  • Building Winning Relationships
  • Summary
  • 8. Summary.

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