- What made you successful before is not likely to keep being successful
- When one is in transition, all are in transition
- Promotions
- You need to see things at a higher level than before
- What you delegate needs to change
- Onboarding
- Understand what they want to do differently
- You are the transplant, be wary of the org’s immune system
- Orient to the business
- Develop stakeholder connections, horizontally and vertically
- Have frequent objective check-ins
- Adapt to the culture
- Pay attention to
- How do people get support (vertical or horizontal)
- Meetings (discussions or rubber-stamps)
- Execution (process or people)
- Conflict (encouraged or avoided)
- Recognition (personal or team)
- Objectives (ends or means)
- Look for a cultural interpreter
- Be wary of the problems you like to solve; “To a man with a hammer, every problem looks like a nail”
- Always ask, “How did we get here?” to understand the history and see a path forward
- There are
- Start-ups
- Turn arounds
- Accelerating
- Realignment
- Sustaining success
- Negotiating success with your new boss
- Do not take “the extra rope”
- Meet regularly, even if you do not like them
- Do not surprise bosses
- Early wins should fit into longer term goals, even if you forgo “low hanging fruit”
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