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Leadership Accelerator: The Playbook for Transitioning into Your New Executive Role [Hardback]

  • Formāts: Hardback, 256 pages, height x width x depth: 236x160x28 mm, weight: 463 g
  • Izdošanas datums: 07-Feb-2023
  • Izdevniecība: McGraw-Hill Education
  • ISBN-10: 1264957106
  • ISBN-13: 9781264957101
Citas grāmatas par šo tēmu:
  • Hardback
  • Cena: 30,00 €
  • Grāmatu piegādes laiks ir 3-4 nedēļas, ja grāmata ir uz vietas izdevniecības noliktavā. Ja izdevējam nepieciešams publicēt jaunu tirāžu, grāmatas piegāde var aizkavēties.
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  • Pievienot vēlmju sarakstam
  • Formāts: Hardback, 256 pages, height x width x depth: 236x160x28 mm, weight: 463 g
  • Izdošanas datums: 07-Feb-2023
  • Izdevniecība: McGraw-Hill Education
  • ISBN-10: 1264957106
  • ISBN-13: 9781264957101
Citas grāmatas par šo tēmu:
Harness the power of Deloittes proven executive transition method to reachand succeed inthe highest leadership levels of your company

Transitioning to a new C-suite role is exhilarating, challenging, and demanding all at the same timea unique combination of intense experiences that can be tough to manage, to say the least. The skills and actions you need to succeed during your first year are different from those required after you settle in. If you dont do it right at the start, youll find it that much more difficult to effectively lead your organization for the long term.

Ajit Kambil is the creator and a leader of Deloittes program for helping executives like you transition into the very highest levels of your organization. In The Leadership Accelerator, he details the four critical competencies you should master in order to succeed, and he walks you through the process of building your expertise in these key areas:





Prioritize and manage time, the only irrecoverable asset for yourself and your organization Manage talent into the right places to deliver measurable results Manage relationships to build social capital and influence other C-suite members to get key agendas executed with the least resistance Drive transformational change in your organization through effective strategies and catalyzing actions





Kambils model is based on his extensive research over more than a decade and insights from Deloittes Transition Labs, a personalized one-day workshop delivered to over 4,000+ executives. The Leadership Accelerator reveals the research and practices Kambil has undertaken for more than a decade to learn exactly how real leaders have successfully transitioned into high-level roles. Quick, action-oriented chapters conclude with clear takeaways and workout exercises that can help you build your transition leadership muscles and define your transition leadership strategies and work plans.

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