Acknowledgments |
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ix | |
Preface |
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xiii | |
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Chapter 1 Beware the Myth of the First 90 or 100 Days |
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3 | (6) |
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Chapter 2 Time, Talent, Relationships, and Transformation |
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9 | (8) |
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Chapter 3 Elevating into the C-Suite: The Four Faces of Leadership |
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17 | (6) |
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Chapter 4 Hopes, Fears, and Legacy: Set the Context for Your Transition |
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23 | (8) |
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PART TWO PRIORITIZE TIME AND ENERGY |
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Chapter 5 Protect Your Time and Energy |
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31 | (12) |
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Chapter 6 Frame, Prioritize, and Elevate |
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43 | (8) |
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Chapter 7 Set Goals, Mitigate Risks, Get Resources, and Commit |
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51 | (10) |
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PART THREE MANAGE TALENT, TEAMS, AND YOUR ORGANIZATION |
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Chapter 8 Framing a Transition Talent Agenda |
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61 | (16) |
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Chapter 9 Get the Right People in the Right Seats |
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77 | (8) |
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Chapter 10 What Do You Recruit For? |
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85 | (10) |
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Chapter 11 What Do You Want from Your Team? |
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95 | (8) |
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Chapter 12 Recruiting and Engaging Your New Team |
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103 | (8) |
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Chapter 13 Your Team Is Your Brand: Express It! |
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111 | (6) |
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Chapter 14 Boost Your Team Performance |
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117 | (8) |
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Chapter 15 Shaping Your Organization: Configuration, Capabilities, and Capacity |
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125 | (8) |
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PART FOUR MANAGE RELATIONSHIPS |
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Chapter 16 Stakeholder Relationships: Four Considerations |
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133 | (12) |
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Chapter 17 Elevate Your Communications Program |
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145 | (8) |
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Chapter 18 Influencing Stakeholders: Persuade, Trade, or Compel |
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153 | (8) |
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Chapter 19 Difficult Relationships: Exit, Voice, Loyalty, or Optionality |
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161 | (10) |
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PART FIVE DRIVE TRANSFORMATION AND PERFORMANCE |
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Chapter 20 Frame Strategic and Performance Opportunities |
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171 | (8) |
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Chapter 21 Manage Execution Risks |
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179 | (12) |
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Chapter 22 Catalyze Cultural Change |
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191 | (10) |
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Chapter 23 Sponsor Improved Performance |
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201 | (10) |
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Chapter 24 Plan to Succeed |
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211 | (6) |
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Chapter 25 Epilogue: Be Smart, Lucky, and Ready for Success |
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217 | (2) |
Notes |
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219 | (8) |
Index |
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227 | |