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42 Rules™ for Your New Leadership Role
ISBN
Paperback: 978-1-60773-034-7 (1-60773-034-0)
eBook: 978-1-60773-035-4 (1-60773-035-9)
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About the Book
Now that you're stepping up to a new leadership role, you're far less likely to receive useful guidance than earlier in your career. This holds true whether you are in your first manager role or an experienced leader joining top executive ranks. I find this problem is especially acute for new Directors and VPs. You've been hired at these levels for your track record, so people assume you know what to do.
However, just because you were successful in your last role doing or managing marketing, accounting, engineering, or whatever you did, doesn't mean you know how to make a strong start at your next job.
One-quarter of senior executives promoted from within fail in the first 18 months; one-third of outside hires fail. Many flame-outs can be traced to missteps during their first quarter. More importantly, for the 60–75 percent of leaders who survive into the second year, their effectiveness and trajectory are powerfully affected by choices made as they start.
If you're like the technology leaders, marketing executives, and top teams I coach, you might notice how easy it is to become so caught up in fighting fires that you forget to shut off the gas. Or, you suspect you're lousy at certain aspects of leadership, so you ignore them and hope they won't bite you. Or, maybe you never learned the rules in the first place! Leadership is an apprenticeship craft. With the trend toward more "flat" organizations, your boss may be stretched so thin that he/she can barely advocate for your team, let alone mentor you. Welcome to your new leadership role—you have a bigger job, in a tough climate, with very little support!
I wrote 42 Rules for Your New Leadership Role to fill that gap.
Based on two decades of coaching senior leaders, helping executive teams craft strategy, and guiding Stanford MBAs, I describe a proven set of approaches to teach you what you've yet to learn, remind you of what you already know, and inspire you to become the best leader you can be in this job…and your next…and your next.
As you read this book, take what I say as a starting point for your own good thinking. Adjust what you find here to serve your team's needs, the market conditions, the cultural context, your goals, and your personal leadership approach.
The intense learning curve and unfamiliar environments of a new job make it difficult for your brain to consider options and make decisions as well as you usually do. When brains are overloaded, people tend to rely on what they've done before, even when that didn't work very well or is out of place in the new context. Ironically, this tunnel vision and rigidity is especially true of leaders who have experienced success—people like you who have been promoted or recruited for a new role.
So use this book to prompt what you want to do at each phase of your start. Ask yourself what from this material will be useful to you in the week ahead. See what results you're getting, and come back to this process at the end of the week. Consider the rules, make up your own mind, act, observe, and reflect. Repeat. Succeed. |
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42 Rules for
Your New Leadership Role
The Manual They Didn’t Hand You When
You
Made VP, Director, or Manager
by Pam Fox Rollin
42 Rules for Your New Leadership Role describes practical and effective actions for you to make a strong start at your new VP, Director, or Manager job. Drawing from extensive interviews with corporate leaders and the author’s 20 years as a strategy consultant and executive coach, these rules form the manual they forgot to hand you when you got that promotion or offer letter.
Topics include how to gain cooperation from your team, read the business culture at your new level, tee up smart “quick wins”, show others how to work with you, assess the business risks in your new role, make the most of your strengths without overdoing it, work around your weaknesses, use team screw-ups to your advantage, redesign your undoable job, and stay focused on your plan when everyone wants you to fight fires and solve the problems on their desks.
Pam gives you specific guidance for each step of those first few critical months. Her recommendations are shaped by current and classic leadership research, as well as fresh insight from her interviews with executives and surveys of leaders at all levels. With her background as executive coach to top Silicon Valley companies, corporate strategist with Bain and Accenture, and Guest Fellow at Stanford GSB's Center for Leadership Development and Research, Pam translates the experiences of thousands of leaders into easy-to-read guidance.
Let this book remind you what you did right before, help you avoid common missteps that cause leaders to stumble, and give you new strategies for acing those critical first months. Adjust what you find here to serve team needs, market condition, cultural context, your goals and your personal leadership style.
Buy this book when you’re making a step up, moving to a new organization, or for your friends as they move up. This book is also an ideal reference for executive coaches, HR business partners, management trainers, executive assistants, and others who help new leaders be successful.
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Selected Table of Contents
Rule 5: Take Charge of Your Start
Rule 11: Apply Your Strengths – and Beware
Rule 17: Pick Smart Quick Wins
Rule 19: Tune Up Your Team
Rule 24: Make Your Own Metrics
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Pam Fox RollinPam Fox Rollin coaches executives to succeed at the next level. She specializes in helping functional leaders who are taking on broader roles with greater strategic opportunity and management responsibility. Pam is also known for expert work with assessments (personality, leadership, 360s) and for designing and facilitating unusually productive leadership offsites. Her company, IdeaShape Coaching & Consulting, advances leaders and teams at top and emerging Silicon Valley and Bay Area companies in biotech, technology, and consumer products. Before founding IdeaShape in 1999, Pam consulted with Bain & Company and Accenture; her MBA is from Stanford, where she often serves as a Guest Fellow, helping top MBA candidates develop their leadership skills.
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Press Kit / Affiliates
For book art, author pictures, or affiliate links, visit the Affiliate Resource page.
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