Michael Watkins,Reid Hoffman,Harvard Business Review,Ben Casnocha,Chris Yeh

Leadership Transitions and Team Building: Leadership Collection (2 Books)

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The Leadership Transitions and Team Building Collection includes two important books: The First 90 Days, Updated and Expanded, by Michael D. Watkins, and The Alliance, by Reid Hoffman, Ben Casnocha, and Chris Yeh. Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In The First 90 Days, Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. The Alliance, coauthored by the founder of LinkedIn, introduces a new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. This bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.
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    Doli Rioniarimembuat kutipan2 tahun yang lalu
    In a start-up, you are charged with assembling the capabilities (people, funding, and technology) to get a new business, product, project, or relationship off the ground.
    Doli Rioniarimembuat kutipan2 tahun yang lalu

    How effective are you at learning about new organizations? Do you sometimes fall prey to the action imperative? To coming in with “the” answer? If so, how will you avoid doing this?
    What is your learning agenda? Based on what you know now, compose a list of questions to guide your early inquiries. If you have begun to form hypotheses about what is going on, what are they, and how will you test them?
    Given the questions you want to answer, who is likely to provide you with the most useful insights?
    How might you increase the efficiency of your learning process? What are some structured ways you might extract more insight for your investment of time and energy?
    What support is available to accelerate your learning, and how might you best leverage it?
    Given your answers to the previous questions, start to create your learning plan.
    Doli Rioniarimembuat kutipan2 tahun yang lalu
    By the End of the First Month

    Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics.
    Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses.
    Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability.
    Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers.
    Update your questions and hypotheses.
    Meet with your boss again to discuss your observations
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