And now what? : a guide to leadership and taking charge in your new rule / Guido Stein.

Format:

Book

Author/Creator:

Stein, Guido, 1963- author.

Language:

English

Subjects (All):

Leadership.

Industrial management.

Physical Description:

1 online resource (370 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Bingley, England : Emerald Publishing Limited, 2018.

Summary:

When you start a new managerial role, there is an inevitable contrast between what you believed you would find and what you're actually faced with. And Now What? helps you manage this gap between expectation and reality, ensuring that you get off to the best possible start in your new job. This book is structured in two parts, and it begins by offering readers a panoramic perspective of what a 'landing' entails in terms of personal self-leadership and managing people and uncertainty. The first part of the book reviews the process of taking charge in your new role, from preparation through to implementation. The second part presents a range of case studies arranged in order of increasing professional responsibility, allowing the reader to take a trip from the first stages of a professional leader's life to the highest responsibilities of a chairperson's role - experiencing changes, promotions, exits, internationalizations and take-offs along the way. The most important thing for a leader is not to discover how to motivate, but to better understand their reasons for motivating others. In this way, you can think of the leadership journey as both a personal and a professional adventure.

Contents:

Front Cover

And Now What?

Copyright Page

Dedication

Contents

Acknowledgments

Preface

1. Introduction: A Personal Adventure

From Decisions to Action

Adjusting

More and Less Effective Behaviors

The Art of Winning People Over

Notes

Part 1: Keys for Taking Charge

2. A New Identity: Developing a Different Perspective

Interview with the President and CEO of a Financial Services Company

What Should Be Done Over the First Few Months?

What Is the Key Set of Competencies Needed to Gain a Top Management Position? Between Producing and Transforming, Which Do Decision-Makers Focus on More?

So Were the People Who Chose You Producers or Transformers?

What Do You Do with Outstanding Producers?

Why Do You Think You Were Appointed to the Position You Hold Today?

And What Kept You Going?

When You Were Told That You Were Going to Be the CEO of Your Current Company in Spain, How Did You Prepare for the Job?

Does Your Relationship with Your Predecessor Matter?

Did You Already Know Who You Wanted on Your Team Before You Started?

When Time Is Scarce and You Have to Prioritize, How Do You Organize Yourself?

How Do You Spend the Rest of Your Time?

From Your Point of View, Which Mistakes Should One Most Try to Avoid?

Interview with the CEO of a Software Company

After More than Two Years as CEO, What Advice Would You Give to Someone Who Has Just Been Appointed to the Position?

When Is It Time to Start Thinking about the Next Step?

Interview with the Sales Director of a Multinational Telecommunications Company

In Retrospect and with a Self-critical Eye, What Mistakes Could You Possibly Have Avoided?

What Were Your Concerns When You Entered Management?

Interview with the CEO of a Logistics Company

What Actions Should Be Taken in the Short Term?.

What Should Be Avoided in the First Six Months?

What Have You Learned on a Personal Level?

3. Taking Charge and Change: Personal Performance

How to Become an Effective Executive

Guide for Settling In

The Starting Point

Staging the Arrival

Communicating by Following a Plan

The Voice of the Data and the Voice of Those Affected

People during Change

Agents of Change

Do Not Change for the Sake of Change

Celebrating Bonus Sprints

4. How to Prepare Taking Charge Effectively

A Chance to Learn

Key Factors

Create a Mind Map

Acquire New Knowledge

Building Workplace Relationships

Manage Expectations

Plan the Transition

Determine Your Leadership Style

Have a Communication Plan

Two Behaviors to Avoid

Common Pitfalls

Actions to Undertake

General Tips for Taking Charge Effectively

Change Versus Transition

5. Company Culture and Taking Charge: The Role of the Setting

An Approximate Definition

Human Organizations and Tribes

Formal Organization and Real Organization

New Incorporation into a Steering Committee

Reactive Change

Soft Power and Culture

Organizational Models: From the Person to the Culture

Mechanical Model

Organic Model

Anthropological Model

The Theory of Motivation

The Value of the Culture at Google

6. People Management: The Core of Taking Charge

Performance Management and Talent (Potential) Management

Key to Performance Management

Key to Talent Management

Hiring and Recruitment

Recruitment Approach: What Profile Does My Organization Need in the Short and Medium Term?

How to Attract the Right Talent

Onboarding and Integration Processes

Onboarding Process Actors

Placement Processes

Onboarding Processes Are Not Immune to Fragility

Development and Training

Client Mentality

Priorities.

Training Medium: Short and Intense Impact

Evaluation and Promotion

Skills-Based Management Model

Career Paths

Compensation

Pay Bands

Variable Compensation

Internal Communication

7. Landing into a Merger: Putting People First

Mergers and Acquisitions: Why Do Firms Undertake Them?

Reasons Why Mergers and Acquisitions Fail

Can a Merger Be Made More Efficient?

Set Up a Full-Time Interdisciplinary Merger or Integration Committee

Conduct a Comprehensive, Integrative Analysis before the Merger

Intensify Downward Communication

Facilitate Internal Mobility

Support and Rely on Human Resources Management

The Reality of a Merger (By Acquisition) Process

Reality 1: There's Always a Winner

Reality 2: Pain Is Inevitable: Nothing Will Be the Same

Reality 3: Success Depends Largely on Middle Managers

Reality 4: Works Councils and Unions Will Be against the Process

Reality 5: Cultural Integration Isn't Achieved Only through Friction

Reality 6: The Best People Have Opportunities Elsewhere

Real Due Diligence

Managing the Process: Actions to Be Taken before and During the Merger

Identify Key People

Draw Out the Process of Implementing the Merger

Design a Retention Plan

The Merger or Integration Committee: Functions and Characteristics

Who Can Do This Kind of Work?

Knowledge of the Acquired Company

Ability to Deal with People at All Levels

Feeling Comfortable with Disorder and Uncertainty

Responsible Independence

Emotional and Cultural Intelligence

Surviving a Merger Process

Part 2: From Theory to Reality

8. Everyday Factors

Leadership

Managing Trust

Landing Framework

9. First Managerial Stages: Yolanda Cruz in Health and Beauty

Health &amp

Beauty

Yolanda's Experience as an Area Manager for H&amp

B

Managing the Team.

The Relationship with Nuria Rosal

The Conflict

Yolanda's Position

The Opinion of Yolanda's Superiors

Reflections for Learning

Managing Being Bypassed

10. Changes and Promotions: Reiner Meinhold in Kölner Bank

Reiner's Career at Kölner Bank

A Conversation with Max

Max Haller

Reiner's Unit

Offer from a Fellow Participant in the AMP

The Corporate Commercial School

In Germany

After the Holiday

The Interview with the CEO

November 2010

Following Max's Departure

The Transition

Note

11. The Second Take Off: People versus Results. West Line

Guillermo Oliva

"Memories of Africa"

A Period of Mergers

Career at West Line

Closer to the CEO

Transition Phase

Getting into Management

"A Victim of Success"

Looking Ahead

The Business

The Relationships

The Person

12. Entering Top Management: Sybila Börjesson in Catek

CFO at Scandinavica

Conflict with Luis Ortega

A New Career Stage

The Offer from Catek

First Decisions

Daily Activities

The Boss's Decision

Francisco's Opinion

Sale of Catek

Appendix: Francisco's Point of View

13. Staying in the Job: General Manager of Contents in VivaVisión

The Early Days in Cairo

First Steps in the Profession

From Sony to Masficción

The Call from Grupo Luna

VivaVisión

The Television Market in Spain

May 3, 2011: Francesca's First Day

"I'm Going to Take Off My Heels and Go Downonto the Set"

Settling into the Day-to-Day

The Future: Plans and Objectives

On the Plane

14. A Career in International Landings: Andrés Cardó in Prisa Group

PRISA Group

PRISA Radio

The Early Years

Santillana: Odyssey in the Americas

Bolivia

Brazil.

The Teams

On the Brink of Disaster

The Marketing Challenge

The Challenges with Radio

The Group's Finances

Internationalization and Diversification

The Digital Transformation: The Major Project Under Way

15. The Chairman's Challenges: Eric Laborde in Pernod Ricard

From Russia to Russia

Pernod Ricard: A Family-Owned Global Business

Pernod Ricard Spain

Eric Laborde

Philippe Coutin

The Management Committee

The Networking Island

The Company's Policies

Strategy

Finances

Values

Human Resources

The Managers

Surveys

The Challenges

Epilogue: Leading Oneself

Bibliography

Index.

Notes:

Includes index.

Includes bibliographical references.

Print version record

ISBN:

9781787435407

1787435407

9781787435254

1787435253