Page 105 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

90 Just Promoted!

■ Using the Team Integrity and Capability Grid to help you assess
your team
■ Using the Motivational Profile to understand and work well with
your team members
■ Building a strong work team and strong teamwork
■ Training and developing your work team
■ Leveraging your strengths while not overusing them

Some of your most important responsibilities during the 12 months follow-
ing your appointment include selecting your leadership staff, molding this
group into a productive and confident management force, and ensuring the
best possible training and development for your people. This is a process that
begins in the first days after your appointment and continues thereafter.
Accomplishing this is sometimes easy—if the organization already has good
people, good direction, and good results. Unfortunately, when moving up to
your new leadership role, the situation is usually neither that simple nor that
clear. The following scenarios illustrate this point.

FOUR TEAM-BUILDING SCENARIOS

Scenario A
Claudia has been named general counsel for a large financial services corpo-
ration. The opening resulted from the retirement of a highly respected vet-
eran, who announced his retirement 12 months in advance of the effective
date. With some reservation, the incumbent weakly recommended two of the
three associate general counsels as his successors. The CEO decided to go to
the outside. Claudia was selected from a major competitor, where she was sec-
ond in command of the law department. She is bright, experienced, and highly
qualified. As Claudia assumes her new responsibility, she has little informa-
tion about the commitment and competence of the staff she has inherited.

■ What should Claudia be thinking about?
■ What type of plan should she develop in regard to her staff?
■ What, how, and when should she communicate with
her department?