Shows anyone coming into a new leadership role how to position themselves as an effective leader from day one and how to gain exceptional results from their team. We all know the importance of making a strong start in a new role. Nowhere is a leader s success or failure more obvious than in the performance of their team. This quick read will help new leaders firmly establish themselves at a time of uncertainty and generate teams who perform at their maximum. This 100-minute read is 100% practical and breaks down the 100 day period into 5 sections: @ Start @ 30 Days @ 60…mehr
Shows anyone coming into a new leadership role how to position themselves as an effective leader from day one and how to gain exceptional results from their team.
We all know the importance of making a strong start in a new role. Nowhere is a leader s success or failure more obvious than in the performance of their team. This quick read will help new leaders firmly establish themselves at a time of uncertainty and generate teams who perform at their maximum.
This 100-minute read is 100% practical and breaks down the 100 day period into 5 sections:
@ Start
@ 30 Days
@ 60 Days
@ 90 Days
@ End
It shows you the targets you should be aiming to achieve by each deadline and provides assistance at every stage on reviewing your team s performance and planning ahead. Containing case studies, lists, coaching notes and exercises, this is the ultimate accessible guide to leading a team
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Autorenporträt
Dr Sarah Wood (PhD) is Co-founder and Co-CEO of Unruly. Unruly is a social advertising company, bought by Rupert Murdoch/News Corporation in 2015 for £114million. Sarah was critical in brokering the deal with News Corporation. Since its inception in 2006, Unruly has worked with 90% of Advertising Top 100 Brands including work with Adidas, Dove, Evian and Renault.Sarah is an associate lecturer at University of Cambridge, teaching a Masters course since 2012. In collaboration with Cass Business School, Sarah’s company Unruly hosts a pop up university offering free lectures by business leaders and academic tutors to inspire new entrepreneurs in Brick Lane, Shoreditch. As part of her former academic studies, Sarah has experience of writing and publishing a book on a niche history topic.Recent awards include Veuve Cliquot "Business Woman of the Year, 2016", Forbes’ "Top 15 Woman to Watch", Red magazine "Digital Woman of the Year" and Computer Weekly’s "Most influential Women in UK IT".Niamh O’Keeffe is Founder and MD of First100 and CEOassist leadership advisory businesses. Formerly a strategy consultant with Accenture. Niamh’s executive coaching clients include senior executives at Accenture, Barclays, BP, BT, Eircom, Microsoft, Oliver Wyman and Vodafone.She is aauthor of 3 Pearson/FT Publishing International titles: Your First 100 Days, Lead your Team in your First 100 Days and Your Next Role.
Inhaltsangabe
Table of Contents Preface: First100 About the author Acknowledgements Introduction Part 1 Beginning 1. Prepare for your First 100 Days 1. Get organized: emotional focus and early research 2. Get your team ready for your arrival 3. Arrange a swift leadership handover 4. Understand the strategic context 5. What is your Team Mission? 2. Your First 100 Days Team Plan 1. First100assistTMLeader-Team Success Formula 2. Write your First 100 Days Team Plan 3. @start: Accelerate on arrival 1. Launch your First 100 Days Team Plan 2. Avoid the leader-as-hero trap 3. Bring in “SWAT Team” re-enforcements 4. Speed up leader-team bonding 5. Advice from the executive front line Part 2 Middle 4. @30 days: Optimise team performance 1. Review progress against team plan 2. Spot dysfunctional group behaviours 3. Capitalise on the strengths of the team 4. Update your First 100 Days Team Plan 5. Advice from the executive front line 5. @60 days: Sustain a strong momentum 1. Review progress against team plan 2. Remove barriers to high performance 3. Communication, Communication, Communication 4. Update your First 100 Days Team Plan 5. Advice from the executive front line Part 3 End 6. @90 days: Sprint to the end 1. Review progress against team plan 2. Write your team’s final 10-day “To-do” list 3. Gather feedback and air any issues 4. Take time out for team reflection 5. Advice from the executive front line 7. Finish your First 100 Days 1. Close out your First 100 Days Team Plan 2. Record team achievements and capture lessons learned 3. Communicate team success with stakeholders 4. Celebrate with your team 5. Reset team objectives and renew the endeavor Final words
Table of Contents Preface: First100 About the author Acknowledgements Introduction Part 1 Beginning 1. Prepare for your First 100 Days 1. Get organized: emotional focus and early research 2. Get your team ready for your arrival 3. Arrange a swift leadership handover 4. Understand the strategic context 5. What is your Team Mission? 2. Your First 100 Days Team Plan 1. First100assistTMLeader-Team Success Formula 2. Write your First 100 Days Team Plan 3. @start: Accelerate on arrival 1. Launch your First 100 Days Team Plan 2. Avoid the leader-as-hero trap 3. Bring in “SWAT Team” re-enforcements 4. Speed up leader-team bonding 5. Advice from the executive front line Part 2 Middle 4. @30 days: Optimise team performance 1. Review progress against team plan 2. Spot dysfunctional group behaviours 3. Capitalise on the strengths of the team 4. Update your First 100 Days Team Plan 5. Advice from the executive front line 5. @60 days: Sustain a strong momentum 1. Review progress against team plan 2. Remove barriers to high performance 3. Communication, Communication, Communication 4. Update your First 100 Days Team Plan 5. Advice from the executive front line Part 3 End 6. @90 days: Sprint to the end 1. Review progress against team plan 2. Write your team’s final 10-day “To-do” list 3. Gather feedback and air any issues 4. Take time out for team reflection 5. Advice from the executive front line 7. Finish your First 100 Days 1. Close out your First 100 Days Team Plan 2. Record team achievements and capture lessons learned 3. Communicate team success with stakeholders 4. Celebrate with your team 5. Reset team objectives and renew the endeavor Final words
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