Page 91 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

76 Just Promoted!

with what resources and decision-making authority. Not to do so is to oper-
ate at your own peril.
The following points are examples of those you might cover with your boss
or bosses when confirming Your Appointment Charter. Specifically, the exam-
ple below refers to the steps in the diagnostic and change processes during the
initial steps in your transition:
■ That you will describe each step in the process and the milestones to
your boss, preferably in writing, and that you and your boss will agree
on the schedule and the milestones.
■ That you will update your boss regularly on where you are in the
process, including what you have accomplished, what you have learned,
and what your next steps will be.
■ That before the next steps are taken, you will review the process with
your boss and listen to and, whenever possible, implement his or her
advice. Advice you do not implement you will discuss with your boss
candidly.
■ That communications between you and your boss, especially disagree-
ments, will remain private and privileged, between the two of you.
■ That your boss will not pressure you to make premature changes to the
transition plan, and that he or she will allow you to stay on the schedule
you negotiated together.
Decide how success will be defined, first in terms of process and then in
terms of measurable results. Early success should be defined by how well you
conceive, organize, and manage the transition process, and it should include
at least the following:
■ The effectiveness with which you develop a leadership and management
team to make policy decisions and help manage the diagnosis
■ The success with which your leadership team identifies and confronts
the organization’s problems
■ The effectiveness with which you schedule the organizational diagnosis,
keep it on schedule, and troubleshoot
■ The effectiveness with which you build and maintain your organization’s
support for the diagnosis and the effectiveness with which you commu-
nicate the process so it is understandable to the organization, including
parts outside your immediate functional area