The new boss

Innovation, consistently high standards and speed are necessities in the competitive environment of today’s business world. New executives are expect- ed to move forward with their own agendas and make their mark within as lit- tle as 18 months. However, it is often forgotten that these agendas need the support of key people, and as a new manager, you will have to gain and retain this support in order to achieve success.

In the fast-paced business world, there is little room for error or experi- ment. In large organizations, the pressure for success is huge. The ability to become the new leader of a department or organization and transition seamless- ly is what separates great leaders from good leaders. The smoothness with which this change happens is crucial to a manager’s success, and it makes start- ing a new job even more of a challenge. The window of opportunity for achiev- ing a seamless transition is the first 100 days — that’s all the time a new man- ager typically has to ensure that he or she will be effective in the long run and that employees stay motivated.

There are seven building blocks to creating a successful leadership change. According to author Peter Fischer, these building blocks help leaders under- stand why they shouldn’t just “jump in”; they show leaders the why and how of assessing critical situations, how to know what everyone expects and how to introduce change mindfully. Fischer also provides case studies that shed more light on the pressures and opportunities for new managers in specific and all- too-common circumstances such as dealing with being promoted and surviving a cumbersome predecessor.

This summary will give new leaders the necessary tools for making a smooth transition into their new role within the first 100 days, and will make them aware of some of the common pitfalls to be avoided.

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