Page 319 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

304 Index

Preferences of boss, understanding, 82–86 initial impressions on, 12, 38–39
Priorities, must-do, for first 12 months, con- key, learning from, 44–47
firming, 10–11, 39–40 unsuccessful candidates for, 30–31
Problem, failure to identify, resistance (See also Employees; Leadership teams;
to change and, 195–196 Team building; Team selection)
Problem solving for effective organizational Staffing:
change, 205 ineffective, leadership derailment due
Professional strengths (see Strengths) to, 242
Promotion: levels of, as vision indicator, 175–176
challenges of first 12 months following, 2–9 Stagnation, future, preventing, 224–229
reasons for, 70–72 Stakeholders, building relationships with,
reasons for focusing on effective transi- 14, 62–67
tions, 16–18 Steering committee:
Public relations for one’s positions, 136 mission and authority of, 149–150
Purpose as vision indicator, 158–164 for organizational analysis, appointing,
142–154
Recognition as vision indicator, 170–171 Strategic thinking, lack of, leadership derail-
References to assess potential team ment due to, 242–243
members, 99 Strengths:
Regulations as vision indicator, 181–183 avoiding overuse, 15–16
Relationships as vision indicator, 171–172 knowing one’s own, 118–120
Renewal, organizational (see Organizational Strengths and Overused Strengths Exercise,
change) 119–120
Resentment from those not promoted, 64–66 Stress:
Resiliency, personal, building, 282–283 chronic, 277–281
Resistance to organizational change, reasons health and well-being and, 274–283
for, 195–203 Structural tension, lack of, as reason for resis-
Resources: tance to change, 197–198
confirming, 11 Success:
as vision indicator, 176–177 opportunities for, 236–237
Respect, optimal performance and, 60 optimal performance and, 61
Responsibilities: positive mindset required for, 237–238
of boss, understanding, 82–86 Support, mutual, in dual-career families,
confirming, 11, 39–40 283–285
Rewards as vision indicator, 170–171 Support resources for organizational analysis,
Rule of modeling as reason for resistance to 147–149
change, 201
Talent acquisition as vision indicator, 175–176
Selection Model for Determining What the Task forces for organizational analysis,
Individual Brings to the Position and 151–152
Leadership, 98–100 Tasks, defining job and, 94–95
Self-monitoring, optimal performance and, 61 Team building, 89–122
SOARING (Sharpening the Way You Think coaching and, 117–118
about Your Work and Personal Life), 233 examples of, 116
Social conditions as vision indicator, 181–183 experiences with, 105–107
Staff: guidelines for, 108–112
control by, 30 learning and development guidelines for,
empowering leader’s view of, 59–62 115–116
empowerment of (see Empowerment) rationale for, 114–115
first meetings with, 27–30, 31–36 scenarios for, 90–91
inclusion of, 30 usefulness of, 107–108