Chapter
DOS AND DON’TS OF SUCCESSFUL LEADERSHIP TRANSITIONS
Part I The seven building blocks of successful leadership transition
Building Block 1 Managing expectations proactively
‘HAVE A GO AT IT – I HAVE FULL CONFIDENCE IN YOU!’
THE EXPECTATIONS OF THE EMPLOYEES
THE EXPECTATIONS OF COLLEAGUES
EXPECTATIONS ENTAILED IN TAKING OVER A MANAGERIAL POSITION IN A FOREIGN COUNTRY
DEVELOP EXPECTATIONS ACTIVELY
Building Block 2 Developing the key relationships
ON DEALING WITH DISAPPOINTED RIVALS AND HIDDEN COMPETITORS
THE SIGNIFICANCE OF COLLEAGUES IN THE CHANGE OF LEADERSHIP
THE PREDECESSOR – THE HIDDEN COMPETITION
INVITATIONS BETTER REFUSED
NETWORKING – DEVELOPING POWER AND INFLUENCE
Building Block 3 Constructively analysing the initial situation
DISCOVER THE CORPORATE CULTURE
DETERMINE THE POTENTIAL FOR INNOVATION
SEEK RESOURCES ON WHICH YOU CAN BUILD
Building Block 4 Establishing a set of motivating goals
WHAT DO EMPLOYEES LOOK FOR IN A CHANGE OF LEADERSHIP?
DESIGNING A COMMUNICABLE SET OF GOALS
AVOIDING THE PITFALLS WHEN FORMULATING GOALS
VISIONS – LOOKING TO THE FUTURE
Building Block 5 Fostering a positive climate for change
ASK AN APPRECIATIVE QUESTION, GET AN APPRECIATIVE RESPONSE
DEAL POSITIVELY WITH SCEPTICISM
CLIMATE – THE BASIS OF ALL CHANGE
Building Block 6 Initiating changes effectively
STRONG SIGNALS FOR CHANGE
IF I WANT TO CHANGE SOMETHING, I MUST DO SOMETHING DIFFERENT
TIMING IN LEADERSHIP TRANSITION
SOME OBSTACLES TO THE MANAGEMENT OF CHANGE
Building Block 7 Using symbols and rituals
THE SIGNIFICANCE OF SYMBOLS AND RITUALS IN THE PROCESS OF LEADERSHIP TRANSITION
RITUALS OF TRANSITION AND CHANGE
SYMBOLS AND RITUALS OF A NEW CORPORATE CULTURE
Part II Seven case studies illustrating successful leadership transition
Case Study 1 The internal promotion
THE INITIAL SITUATION: ‘IT’S GOOD THAT NOTHING HAS CHANGED’
TYPICAL PROBLEMS OF INTERNAL PROMOTIONS
Case Study 2 Entrepreneur wanted: the external candidate
THE INITIAL SITUATION OF THE NEWCOMER
TYPICAL PROBLEMS OF THE EXTERNAL MANAGER
Case Study 3 The big predecessor and the little successor
THE INITIAL SITUATION: IN THE SHADOW OF THE PREDECESSOR
TYPICAL PROBLEMS OF THE SUCCESSOR
Case Study 4 The young high-potential manager
THE INITIAL SITUATION: SCEPTICISM AND RESERVE
TYPICAL PROBLEMS OF THE HIGH-POTENTIAL MANAGER
Case Study 5 The long-drawn-out start
THE INITIAL SITUATION: THE LONG-DRAWN-OUT START
TYPICAL PROBLEMS OF THE LONG-DRAWN-OUT START
Case Study 6 The assignment abroad
THE INITIAL SITUATION: THE EXPATRIATE
TYPICAL PROBLEMS FOR THE EXPATRIATE
Case Study 7 Learning at headquarters: the challenge to managers from foreign subsidiaries
THE INITIAL SITUATION: THE MANAGER FROM A FOREIGN SUBSIDIARY
TYPICAL PROBLEMS OF THE MANAGER FROM A FOREIGN SUBSIDIARY
The New Boss
：How to Survive the First 100 Days
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