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Your next move: the leader's guide to navigating major career transitions

Author: Watkins, Michael D. Publisher: Harvard Business Press, 2009.Language: EnglishDescription: 220 p. : Ill. ; 22 cm.ISBN: 9781422147634Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD6951.2 .W38 2009
(Browse shelf)
Available 900211209
Book Europe Campus
Main Collection
Print HD6951.2 .W38 2009
(Browse shelf)
Available 001271584
Total holds: 0

Includes bibliographical references and index


The Leader's Guide to Navigating Major Career Transitions Your Next Move Contents Acknowledgments xi Introduction: Your Next Move 1 Successful careers as a series of challenging transitions into new roles. Mapping the critical categories of career moves. Meeting the personal adaptive challenge and the organizational-change challenge. 1. The Promotion Challenge 19 Understanding what "success" looks like at a higher level in the hierarchy. Adjusting your focus and approach to delegation. Developing new leadership competencies and cultivating "presence." 2. The Leading-Former-Peers Challenge 45 Being promoted to manage people who were formerly your peers. Deftly establishing your authority in the new role. Reengineering existing relationships. Dealing with problematic former peers. 3. The Corporate Diplomacy Challenge 67 Moving from a position of authority to one in which strong influence skills are critical for getting things done. Mapping the influence landscape. Building supportive alliances. 4. The Onboarding Challenge 87 Joining a new organization and adapting to a new culture. The pillars of effective onboarding. Building the right political "wiring." Aligning expectations up, down, and sideways. 5. The International Move Challenge 115 Moving to a new country and leading people in an unfamiliar culture. Moving one's family and rebuilding the support system. Preparing for entry. Beginning to engage with the team and the business. 6. The Turnaround Challenge 137 Taking over an organization that is in very deep trouble and figuring out how to save it from destruction. Diagnosing the situation, designing the business model, driving alignment, and dynamically adapting. 7. The Realignment Challenge 159 Confronting an organization that is in denial about the need for change. Creating a sense of urgency before emerging problems erupt in a crisis. Adjusting your leadership style to match the situation. 8. The STARS Portfolio Challenge 179 Leading an organization in which different parts are in different STARS states--start-up, turnaround, accelerated growth, realignment, and sustaining success. Figuring out where to focus and how to build momentum. Conclusion: Designing Companywide Transition-Acceleration Systems 197 Understanding the critical transitions taking place throughout companies. Building unified transition acceleration systems. Adjusting for types of transitions. Deploying through coaching, programs, and e-learning. Notes 207 Index 211 About the Author 219

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