You're in Charge--Now What? Audiobook By Thomas J. Neff, James M. Citrin cover art

You're in Charge--Now What?

The 8 Point Plan

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Getting a new job or a big promotion is like building a house: You need to get the foundation right for both. With a job, the quick-drying cement is how well you do in your first hundred days, since they establish the foundation for long-term momentum and great performance.

Tom Neff and Jim Citrin are two of the world’s leading experts on leadership and career success. As key figures at Spencer Stuart (hailed by the Wall Street Journal as the number one brand name in executive search), they must understand the criteria for success when they recruit top executives for new leadership positions.

Through compelling, first-hand stories you will hear from people such as Jeffrey Immelt, CEO of GE, on how his career has been a series of successive first hundred days. Larry Summers, president of Harvard University, talks candidly about what he could have done differently in his early days to avoid dissipating goodwill among the diverse constituencies important for his future success. Gary Kusin of Kinko’s shares the specifics of the hundred-day action plan he crafted for himself before he started his new job. Paul Pressler of Gap Inc. shows how he developed a general strategic agenda that established fundamental principles and goals, waiting to prepare a more detailed strategic plan until later in his tenure.

Tom Neff and Jim Citrin’s actionable eight-point plan will be the foundation for your success—whether you are moving to a new organization or being promoted—showing how to:

• Prepare yourself mentally, physically, and emotionally from the time you accept until the time you begin
• Manage others’ expectations of you—bosses, colleagues, and subordinates
• Shape and build the team that will work with you
• Learn the lay of the land and find out how things “really work around here”
• Communicate your story effectively to people inside and outside the organization
• Avoid the top ten traps that confront every new leader, such as disrespecting your predecessor, misreading the true sources of power in the organization, or succumbing to the “savior syndrome”

When you start a new job you are in what AOL’s Jon Miller calls a “temporary state of incompetence,” faced with having to do the most when you know the least. But with the eight-point plan of You’re in Charge—Now What? you’ll understand and be able to take action on the patterns that will build your success.

Also available as an eBook©2005 Thomas Neff and James Citrin; (P)2005 Random House, Inc. Random House Audio, a division of Random House, Inc. Management & Leadership Workplace & Organizational Behavior Workplace Culture Career Success Business Management Leadership Employment Career Inspiring Thought-Provoking New Job New Career

Critic reviews

“When you really need to hit the ground running . . . Neff and Citrin offer the ultimate blueprint for success. A must-read for anyone entering into a leadership role at any level.” —Peter Chernin, president and COO, News Corporation

“Take it from someone who’s been there. You’re in Charge—Now What? asks all the right questions and tracks down all the right answers from people who ought to know.” —Dick Parsons, chairman and CEO, Time Warner

“You’re in Charge—Now What? may be the best ‘how-to’ leadership book I’ve ever read. It ranks right up there with Good to Great.” —George H. Conrades, chairman and CEO, Akamai Technologies

“If you are heading into a new leadership role, read this book before you begin if you want to finish in triumph.” —Jack Valenti, retired president and CEO, Motion Picture Association of America

“The secret road maps of many prominent leaders are revealed for the first time.” —Jeffrey Sonnenfeld, associate dean, Yale School of Management

“An unparalleled guide based on some of the best minds in modern industry.” —Christopher P. Lofgren, Ph.D.,
president and CEO, Schneider National

“Gritty advice . . . for making good and fast decisions in the first days of fresh responsibilities.” —Michael Useem, director, Wharton Center for Leadership and Change

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This is for new CEOs. It is not for management. Many stories told about CEOs maximizing leverage and so on. Little in the way of concrete suggestions.

Little useful.

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I recommend it to all managers because it is very good book
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Excellent book

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This book contains a number of very practical ideas for a new manager. I am in a new management role and used many of the ideas presented to manage my first 100 days.

Great help.

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Although it might seem that the tips are only for CEOs, if you read between the lines and have a more wide view, you will find several great tips for middle managers that are starting new jobs or positions or why not..tips to correct mistakes in your actual job.
I really recommend it if you are about to take a new job or position and what to enter with the correct foot.

Great tips

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This was a great book for anyone in a leadership position who makes a change into a new leadership position within a compnay, organization or club.

Excellent

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