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You're in Charge, Now What?

You're in Charge, Now What?

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Add This - You're in Charge, Now What?

Written by Thomas J. NeffAuthor Alerts:  Random House will alert you to new works by Thomas J. Neff and James M. CitrinAuthor Alerts:  Random House will alert you to new works by James M. Citrin

  • Format: Trade Paperback, 320 pages
  • Publisher: Crown Business
  • On Sale: March 27, 2007
  • Price: $15.00
  • ISBN: 978-1-4000-4866-3 (1-4000-4866-4)
about this book

Getting a new job or a big promotion is like building a house: You need to get the foundation right for both. With a job, the quick-drying cement is how well you do in your first hundred days, since they establish the foundation for long-term momentum and great performance.

Tom Neff and Jim Citrin are two of the world’s leading experts on leadership and career success. As key figures at Spencer Stuart (hailed by the Wall Street Journal as the number one brand name in executive search), they must understand the criteria for success when they recruit top executives for new leadership positions.

Through compelling, first-hand stories you will hear from people such as Jeffrey Immelt, CEO of GE, on how his career has been a series of successive first hundred days. Larry Summers, president of Harvard University, talks candidly about what he could have done differently in his early days to avoid dissipating goodwill among the diverse constituencies important for his future success. Gary Kusin of Kinko’s shares the specifics of the hundred-day action plan he crafted for himself before he started his new job. Paul Pressler of Gap Inc. shows how he developed a general strategic agenda that established fundamental principles and goals, waiting to prepare a more detailed strategic plan until later in his tenure.

Tom Neff and Jim Citrin’s actionable eight-point plan will be the foundation for your success—whether you are moving to a new organization or being promoted—showing how to:

• Prepare yourself mentally, physically, and emotionally from the time you accept until the time you begin
• Manage others’ expectations of you—bosses, colleagues, and subordinates
• Shape and build the team that will work with you
• Learn the lay of the land and find out how things “really work around here”
• Communicate your story effectively to people inside and outside the organization
• Avoid the top ten traps that confront every new leader, such as disrespecting your predecessor, misreading the true sources of power in the organization, or succumbing to the “savior syndrome”

When you start a new job you are in what AOL’s Jon Miller calls a “temporary state of incompetence,” faced with having to do the most when you know the least. But with the eight-point plan of You’re in Charge—Now What? you’ll understand and be able to take action on the patterns that will build your success.

“Take it from somebody who's been there: You're In Charge -- Now What? asks all of the right questions and tracks down all of the right answers from the people who ought to know. Best of all, authors Thomas Neff and James Citrin tell the compelling, often dramatic stories of leadership transitions in ways that make the book come alive.”--Dick Parsons, Chairman & CEO, Time Warner Inc.

"You're In Charge -- Now What? provides a range of superb approaches on how to succeed in leading. Citrin and Neff combine their own insights with the learnings of a number of notable CEOs to craft a breakthrough compendium that shows how to go from just thinking about leading ... to really acting on taking charge." --James M. Kilts, Chairman, President & CEO, Gillette Co.

"When you really need to hit the ground running, You're in Charge, Now What? should be your bible. With astute observations and compelling-real life stories from executives who have managed to keep their stride to the top echelons of business, Citrin and Neff offer the ultimate blueprint for success. A must read for anyone entering into a leadership role at any level." --Peter Chernin, President & Chief Operating Officer, News Corporation

"Citrin and Neff pull back the curtain and share the unfiltered real world experiences of CEOs who have navigated, for better or worse, the turbulent whitewater of their first 100 days in the top job. It is a fast, fascinating and must-read business book for any executive taking on a new leadership assignment."
--Jeffrey M. Killeen, Chairman & CEO, GlobalSpec