Page 34 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

You’ve Been Promoted, Now What? 19

effortlessly to flow from one promotion and transition to the next, without
much interruption and difficulty. They seem to know exactly what to do on a
new job, and they do it successfully.
How do they do it? How can they move into a job, about which they may
know very little, and perform as if they know exactly what they need to do?
What do they know that you don’t know? And how can you learn it? This book
probes these questions and proposes practical solutions to very real challenges
you will be or are now facing.
One of this book’s primary goals is to help you achieve success at work, at
home, and in your personal and professional lifestyle by setting your feet
firmly under you during the first year following your promotion.
This book is divided into three parts:

The Process of Moving Up
Part I. Moving In: Establishing Yourself in Your New Role
Part II. Achieving an Impact on the Organization
Part III. Managing the Impact of Moving Up on Your Family and
Personal Life

Dozens of tips and 13 Just Promoted Leader Tools with accompanying
worksheets are included throughout the book.
Part I, “Moving In: Establishing Yourself in Your New Role,” considers how
to move into your new position. Chapter 2, “Entering the Organization,”
emphasizes making good initial impressions, developing key communication,
influencing and political savvy strategies, building empowering relationships,
and challenging the organization for high motivation and high performance.
Additionally, analyzing and developing stakeholder relationships and acceler-
ating your learning for your new role are included.
At the same time, there is no relationship more important than that with
your boss, and Chapter 3, “Entering Your Boss’s World,” discusses making that
relationship firm, clear, and mutually supportive.
Part II, “Achieving an Impact on the Organization,” starts with how to select
and build your team. Crafting vision and direction, the organizational diag-
nostic and change processes resulting in organizational renewal and improve-
ment make up the bulk of Part II. Chapter 4 describes how to select, build, train,
and develop work teams that will be responsible for high performance and