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ISBN
:
9780749451554
Publisher
:
Kogan Page Limited
Subject
:
Business & Management
Binding
:
Paperback
Pages
:
192
Year
:
2007
₹
295.0
₹
295.0
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View DetailsDescription
In the fast-paced business world, there is little room for error or experiment. In large organizations the pressure for success is huge. For senior managers making a leadership transition, it is crucial to engage with the new role rapidly to permit a seamless changeover and to ensure that your staff remain motivated and focused. This practical guide provides newly appointed executives with the guidance needed to minimize disruption and maximize performance during the crucial first 100 days in the new role. The New Boss contains solutions for every new boss scenario - from internal promotion to fast-tracking young managers with high potential. This down-to-earth and thorough title covers a range of issues including Managing expectations Developing key relationships Analysing situations Establishing motivational goals Initiating changes effectively About The Author Peter Fischer is an industrial psychologist and psychotherapist. He is the founder of FGI (Fischer Group International) and for more than 20 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 leadership pro-grammes andhas directed numerous change projects. Table of Contents Part 1: The seven building blocks of successful leadership transition 1. Managing expectations 2. Developing the key relationships 3. Constructively analysing the initial situation 4. Establishing a set of motivating goals 5. Fostering a positive climate for change 6. Initiating change effectively 7. Using symbols and rituals. Part 2: Seven case studies illustrating successful leadership transition 1. Internal promotion 2. Entrepreneur wanted: the external candidate 3. The big predecessor and the little successor 4. The young high-potential manager 5. The long-drawn-out-start 6. The assignment abroad 7. Learning at headquarters: the challenges to managers from foreign subsidiaries.
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