Transitions at the top : what organizations must do to make sure new leaders succeed / Dan Ciampa and David L. Dotlich.

Format:

Book

Author/Creator:

Ciampa, Dan, author.

Dotlich, David L., author.

Language:

English

Subjects (All):

Executives.

Executive succession.

Leadership.

Physical Description:

1 online resource (291 p.)

Edition:

1st edition

Other Title:

What organizations must do to make sure new leaders succeed

Place of Publication:

Hoboken, New Jersey : Wiley, 2015.

Language Note:

English

System Details:

text file

Summary:

"Many books have been written for new CEOs on what they need to do when they take charge at a new company, but few focus on what the rest of the organization has to do to set up the new leader--and the rest of the organization--for success. During any transition of C-suite leadership, the board of directors, the outgoing CEO (if there is one), the Chief Human Resources Officer, and other influential senior executives all play a crucial role in achieving a successful transition. What does it take to focus the organization, culture, systems, and processes so that the entire company lays a foundation for success?Transitions at the Top tells companies everything they need to know to successfully maintain continuity as one leader passes the mantle of responsibility to a successor, spanning the steps & events from the point that a candidate for a top position accepts the offer, all the way through to the point that a critical mass of followers accepts him/her as the established leader. The book includes advice for each role who will be managing the transition"-- Provided by publisher.

Contents:

Cover; Title Page; Copyright; Contents; Preface; Acknowledgements; Introduction; The Transition Challenge; The Roots of Failure; Complexity; Thinking Errors; Execution Errors; Roles for Success; The Board's Role; The CEO's Role; The CHRO's Role; The Senior Managers' Role; Chapter 1 Complexity and Critical Crossroads; Complexity; Individual Adjustments; CEO; Board; CHRO; Senior Managers; Systemic Adjustments; Strategic; Operational; Political; Cultural; Summary; Chapter 2 Three Destructive Myths; Myths Plaguing Transitions at the Top

Myth 1: People Join Companies All the Time ... It's No Big DealMyth 2: Our Job Is Done When the One We Want Says ""Yes''; Myth 3: We Know What He Can Do; How Transition Myths Bar Productive Thinking; Lack of Empathy; Lack of Learning; Lack of Questioning; Leaving Tough Questions Unanswered; Summary; Chapter 3 Errors of Execution; Relationship between Incumbent and Successor; Preparing for Only One Transition; The Leader Who Departs; Derivative Defections; Mismanaging the Transition Process; Not Organizing and Interpreting the Right Information; How Things Really Get Done

Culture and Power StructurePower and Influence; Not Preparing Major Players for the Right Roles; Mishandling the Onboarding of the New Leader; Summary; Chapter 4 The Board's Role; Directors as Major Players; Oversight for the Transition; Managing Relationships; Judging Performance; Expectations; Cultural and Political Attention; Summary; Chapter 5 The CEO's Role; Controlling the Steps and Pace; Role; The Search and the Transition; Ensuring Other Players Do What They Must; Self-Management and Self-Awareness; Summary; Chapter 6 The CHRO's Role; Great Senior Staffing Support

Help for the New LeaderWhat the New Leader Must Do; Learning; Visioning; Coalition Building; Methods and Mechanisms for Relationships; Connecting; Listening; Summary; Chapter 7 The Senior Manager's Role; Shaping Organization Opinion; Delivering Support; Building Winning Relationships; Summary; Chapter 8 Summary; Index; EULA

Notes:

Includes index.

Description based on print version record.

ISBN:

9781118975091

111897509X

9781119153825

1119153824

OCLC:

897468591