INDEX

action-forcing events, 192–193

activity patterns, 181–182

adaptation

cultural, 88–93, 101

dynamic, 140, 145–147

advice networks, 30

agendas, 65, 94, 97

alliances, 64–65

blocking, 68–69, 72–73

building, 75

creating supportive, 3

winning, 68

alternatives, 73–74

ambiguity, 16, 19

analysts, 96

assimilation process, for new leaders, 50–52, 102

attitudes, changing, 161–163

authority

establishing your, 46

mistaking titles for, 94, 97

positional, 20–21

behaviors, changing, 161–163

benchmarking, 159

blocking alliances, 68–69, 72–73

boss

conversations to have with new, 99–100

as stakeholder, 95

transition support by, 196–197

working with new, 55–56

bridge building, 163

business architecture, 133

business consultants, 160

business culture. See organizational culture

business environment

dynamic adaption to, 145–147

external, 133, 135–137, 140, 145–147

internal, 133, 135, 138

business model, 139, 140–144

business portfolio challenge, 5

business practices, local, 116–119

business situations, 100

assessment of, 155

change strategy for, 158–163

STARS framework and, 167–168

business strategy, 136–147

business system analysis, 133–147

business unit leaders, 24–29

career-development pathways, 32–34

career transitions

acceleration systems for, 189–197

to business unit leader, 25–29

challenges of, 1, 3–6

common, 4–5

failed, 1

just-in-time support for, 191–192

successful, 1

challenges. See also specific types

core, 3–6

organizational-change, 7–8

personal adaptive, 7

change

aggressive approach to, 86–87

alternatives to, 73–74

in attitudes and behaviors, 161–163

cultural, 93

execution of, 176–183

momentum for, 75–76

organizational, 7–8

personal, 7

turnaround versus realignment, 155–158

change strategy, 158–163

C-level executives, 24

communication channels, 21

companies. See organizations

competencies, level-specific, 16, 22–25

competency models, 31–32

competitive intelligence, 122–123

complementary teams, 166–167

complexity, 16, 19

compliance issues, in international moves, 116–119

conflict, 91

core processes, 147, 149

corporate culture, 88–93, 101

corporate diplomacy, 59–77

alliances and, 64–65

challenge, 62–63

checklist for, 76–77

defined, 63

developing influence strategy and, 73–76

influence landscape and, 67–73

influence objectives and, 66–67

overview, 63–64

scenario of, 59–62

corporate structure, 95–96

course-adjustment conversation, 100

Critical Career Crossroads framework, 23

cross-functional teams, 26

cultural adaptation, 88–93, 101

cultural interpreters, 92

cultural norms, identifying, 91

culture

corporate, 88–93, 101

understanding foreign, 124–126

work, 138

customers, 96

decision makers, strategy for influencing, 73–76

decision making

fair process for, 47–48

influence and, 20–21

delegation, 19–20

delivery mode, for transition support, 195–196

diplomacy. See corporate diplomacy

direct reports, 95

Drucker, Peter, 19

ethics, 117–119

execution, 91, 176–183

expectations

alignment of, 97–100, 102–104

conversation about, 100

managing, 111

negotiation of, 99

stakeholder, 137

unspoken, 98

external customers, 96

external environment, 133, 135–137, 140, 145–147

external suppliers, 96

facts, versus opinions, 159

families, internal moves and, 112–113

family support networks, 113

First 90 Days, The (Watkins), 2, 3–5

First 90 Days Framework, 2–3

first impressions, 114–116

FOGLAMP project-planning template, 183, 184

foreign cultures, 124–126

front lines, distance from, 17

front-line supervisors, 23

fulcrum issues, 18

function leaders

competencies and traps for, 23

transitions to business unit leadership by, 25–29

globalization, 110. See also international move challenge

government, 96

group leaders, 24

heroes, 164–166

immune system, company’s, 85–88

impact horizon, 16, 18–19

incentives, 145, 162

incrementalism, 75

influence, 20–21, 62–63

as cultural norm, 91

informal, 95

landscape, mapping, 67–73

strategy for, 73–76

influence networks, 69–72

influence objectives, 66–67

influential players, 67–68

information systems, 122

interests, 73

internal customers, 96

internal environment, 133, 135, 138

internal suppliers, 96

international move challenge, 5, 7, 107–127

arrivals and, 114–116

checklist for, 126–127

compliance issues and, 116–119

families and, 112–113

overview, 110–112

principles for successful, 111–126

scenario of, 107–110

stereotypes and, 115

strategic priorities and, 121–123

team building and, 119–121

tourist syndrome and, 124–126

Kaplan/Norton Balanced Scorecard, 143

Kübler-Ross, Elisabeth, 44–45

leaders

assimilation process for new, 50–52, 102

transition-acceleration systems for new, 189–197

leadership

assessment, 168

project, 182–183

leadership presence, 22

leadership style, 99, 163–167

leadership teams, 3, 147, 148

leading-former-peers challenge, 6–7, 37–57

checklist for, 56–57

establishment of authority and, 46

new leader assimilation process and, 50–52

off-site meetings and, 48–51

overview, 40–41

relationship engineering and, 41–51

scenario of, 37–40

working with new peers and boss, 53–56

learning, 2, 88

level-specific competencies, 16, 22–25

low-hanging fruit trap, 179

manager of supervisors, 23

media, 96

meetings

as cultural norm, 91

off-site, 48–51

one-on-one, 54, 76

summit, 76

metrics, 162

mission definition, 141–143, 145

networks

advice, 30

family support, 113

influence, 69–70

new, following promotion, 53–56

new leader assimilation process, 50–52, 102

nonprofit sector, 96

North American manufacturing operations, 156

off-site meetings, 48–51

onboarding challenge, 5, 7, 79–105

aligning expectations and, 97–100, 102–104

checklist for, 104–105

creating onboarding systems, 100–104

cultural adaptation and, 88–93, 101

making political connections and, 93–97, 101–102

organizational immunology and, 85–88

overview, 84–85

recruitment and, 103–104

scenario of, 79–84

STARS framework and, 168

support for, 194

one-on-one meetings, 54, 76

operating framework, 144–145

opinions, versus facts, 159

opponents, 70–73, 160–161

organizational alignment, 139, 144–145

organizational architecture, 147–149

organizational-change challenge, 5, 7–8, 15–16

statement of, 13

organizational climate, 138

organizational culture, 88–93, 101

organizational design, 27

organizational immunology, 85–88

organizational politics, 17, 20–21

organizational structure, 147, 148

organizational thermodynamics, 177

organizations

joining new, 5

political dynamics within, 69–70

realignment of, 5

transition-acceleration systems for, 189–197

turning around, 5

outside constituencies, 28

outward focus, in realignments, 159

overmanagement, 18–19

peers

leading former (see leading-former-peers challenge)

reenlisting former, 44–46

as stakeholders, 95

working with new, 53–55

performance metrics, 162

personal adaptive challenge, 7

of promotions, 29–30

STARS and, 183, 185–187

perspective, broadening your, 18–19

persuadeables, 71

playgrounds, 33

political connections, 93–97, 101–102

political dynamics, 69–70

politics, organizational, 17, 20–21

positional authority, 20–21

priorities, strategic, 121–123, 143

problem finding, 28

problems

focusing on, 87–88

raising awareness of, 158–161

shared diagnosis of, 161

problem-solving skills, 28

project leadership, 182–183

promotions, 4. See also leading-former-peers challenge

from within, 160

broadening impact horizon and, 16, 18–19

to business unit leader, 25–29

challenges of, 7, 11–35

checklist for, 34–35

communication channels and, 21

disappointed former peers and, 44–46

distance from front lines and, 17

early rites of passage in, 43–44

ensuring successful, 31–34

increased scrutiny and, 17, 22

increasing complexity and, 16, 19–20

level-specific competencies and, 16, 22–25

organizational politics and, 17, 20–21

personal adaptive challenge of, 29–30

scenario of, 11–15

support for, 194

working with new peers and boss and, 53–56

reactive coalition building, 63

realignment challenge, 5, 151–169

change strategy for, 158–163

checklist for, 169

leadership style for, 163–167

overview, 155–158

scenario of, 151–154

STARS framework and, 167–168

versus turnaround challenge, 155–158

recognition, 91

recognize-recover-recalibrate (R3) loop, 92

recruitment

integrating with onboarding, 103–104

STARS framework and, 168

relationship engineering, 41–51

relationships, 64, 65, 93–94

resource allocation, 100

results, achievement of, 91

role holders, 28–29

role models, 28–29

rule makers, 96

self-promotion, 15

sequencing, 75

shuttle and summit diplomacy, 76

skill sets, 147, 148

stakeholders, 94–97, 137

STARS model, 7–8, 132, 167–168

STARS portfolio analysis, 174–176

STARS portfolio challenge, 171–188

checklist for, 187–188

driving execution and, 176–183

overview, 174–176

personal adaptive challenge and, 183, 185–187

scenario of, 171–173

stepping-stones, 33

stewards, 164–166

strategic intent, 26–27

strategic priorities, 121–123, 143

strategic thinking, 27

successes, early, 163, 177–182

succession planning, 168

suppliers, 96

supporters, 70, 72, 73

support networks, 113

talent

bringing in own, 87

management, 168

team development, 168

teams

bringing in own people for, 87

building complementary, 166–167

cross-functional, 26

international moves and building, 119–121

leadership, 147, 148

project, 183

3-D Business Strategy, 139–147

titles, mistaking for authority, 94, 97

transition-acceleration systems, 189–197

transitions. See career transitions

turnaround challenge, 5, 7, 93, 129–150

business strategy and, 136–147

business system analysis and, 133–147

checklist for, 149–150

organizational architecture and, 147–149

overview, 132–133

versus realignment challenge, 155–158

scenario of, 129–132

unethical situations, 118–119

U.S. Foreign Corrupt Practices Act, 117

vertical relationships, 93–94

visibility, 17, 22

vision, 145

winning alliances, 68

wins, early, 3, 163, 177–182

work culture, 138