21. Begin Ready. Give yourself time to rest
up, minimize non-work activities, and
get your head in the game.
Create your Strategic 1-Pager declaring
(to yourself) your POV on how your
new group creates value.
Preload the overwhelm. Read
Everything relevant to your team,
noting your questions and ideas.
Take charge of your start! Implement
your own Onboarding Plan.
Leverage the Honeymoon. Go meet
stakeholders and learn what matters to
them. Grease the skids.
Figure out What to Prove byWhen –
about you and your team.
Be the calm eye of the hurricane, not the
tail of the tornado. Focus!
Use outsider eyes to think beyond legacy
targets and old job descriptions. Propose
what’s Right for the Business.
Get to know the hidden best of your
team. UseTheir Strengths.
Ask the Hard Questions. Do not take over
thinking for your team members.Your
brain will be tired enough.
Create Clarity everywhere you go.
Fuzziness invites inaction.
Aim for QuickWins that matter for both
results and learning.
Build “Us” – lead the learning, ban the
blame, and honor their honesty.For more, see “42 Rules for Your New Leadership Role” by Pam Fox Rollin, IdeaShape.com/book
Your 90-day checklist
23. • Speak with your entire team to
introduce yourself in this role,
and make time to speak with
them again in a couple of weeks
• Get to know each of your direct
reports; share with them in
advance your basic outline for
those conversations
• Learn priorities of your boss,
peers, and other key leaders
• Connect with high-value
customers and suppliers
• Check in with your finance rep
and HR business partner
• If you're leading a business unit
or sales organization, get on top
of the numbers immediately
• Learn the status and history of
key initiatives
• If working with unfamiliar
cultures, arrange a tutorial
Take charge of your start!
25. What the quarterly plan says
What your boss wants now
What sales is demanding
What customers tell you
What you’re budgeted for
What engineering will support
What you think you can do
What your team wants
FOCUS
Set priorities
There ’s a myth about starting. An implicit myth. People act as if this is true.
There ’s a myth about starting. An implicit myth. People act as if this is true.
Checked with 7 CMOs and VPs Mktg What ’s different about mktg - close to customer and pull all the way through the system
Checked with 7 CMOs and VPs Mktg What ’s different about mktg - close to customer and pull all the way through the system
There ’s a myth about starting. An implicit myth. People act as if this is true.
94% US, UK, Canada, New Zealand, Australia All within past 10 yrs
11/11/2011
Tornado v. hurricane
EARLIER AND MORE OFTEN
All leadership is now change leadership. What were you brought in to change? You’ll need to banish the dragons. Show them you can build a bridge together to get from here to there. Building the case and vision Growing the coalition Figuring out the WIIFMs Organizing and mobilizing the cascades Slaying the dragons, not the skeptics Rooting the change in systems and culture