Page 318 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

Index 303

Leadership teams: Organizational culture, 14–15, 190–195
building (see Team building) behavioral norms of, 190–193
connecting with, 14 formation of, 190
selecting (see Team selection) power of, 193–195
well-functioning, characteristics of, 105 as vision indicator, 169
Leader tools (see Just Promoted Leader Tools) Organizational health assessment, 157–185
Learning, active, of new job, 40–50 Organizational homeostasis, 199
Life changes, triggering of, by major job Organizational structure, efficient, 167
changes, 268–270 Organizational vision, 124–130
Life integration, 16 consistency with communication, 136
determining key points of, 134–135
Managers: examples of, 128–130
competence of, as vision indicator, importance of group’s quest for, 134
173–174 questions to consider regarding, 136–138
first-line, insufficient attention to and by, seeding into organization, 130–133
failed organizational change efforts Overambition, leadership derailment due to,
due to, 212–213 241–242
Mentors, overdependence on, leadership
derailment due to, 244–245 Peer support and pressure, failure to use effec-
Mission: tively, as reason for resistance to change,
of steering committee, 149–150 196–197
(See also Vision) Perception, selective, as reason for resistance
Motivation, job requirements for, 95–96 to change, 200–201
Motivational profiles, 113 Performance:
confirming measures of, 11
New Leader and Team Assimilation Process expected level of, 96
(NLTAP), 32–36 ignoring problems with, 238–239
Newly promoted leader dilemma, 6–9 observing to assess potential team mem-
steps for effective dealing with, 9–16 bers, 99
optimal, creating conditions for, 59–61
Organizational advocacy, 50–52 Performance conditions, 96–97
Organizational analysis, 139–156 Performance management as vision indicator,
hazards in, 155 174–175
positioning within overall problem-solving Personal action plan for new life integration,
and transition management process, 292–296
140–141 Personal life, managing (see Work/life
process for, 141–142 integration)
steering committee appointment for, Planning as vision indicator, 158–164
142–154 Politics:
Organizational change, 187–221 failed change efforts and, 213–219
disruption caused by, 198–199 as vision indicator, 167–170
failed efforts at, lessons from, Your Personal Political Inventory for,
210–219 214–219
implementation strategies for, Positive attitude, 238
206–210 Positive tension for effective organizational
key behaviors and principles of, change, 205
203–206 Power:
organizational culture and, 190–195 informal, of leaders, 166
politics of, failed change efforts and, of organizational cultures, 193–195
213–219 as vision indicator, 167–170
resistance to, 195–203 Predecessors, learning from, 44–47