????親愛的安妮：我即將于兩周后跳槽到另一家公司,，去一個陷入困境的部門擔任主管,。這家公司是我目前所在公司的最大競爭對手。雖然這個部門業(yè)務發(fā)展正面臨困境，但畢竟這是我職業(yè)生涯迄今為止最高的職位,，對此我感到很興奮。但與此同時,，我也面臨著巨大挑戰(zhàn),，因為我要接管的部門是個燙手山芋，在經(jīng)濟衰退和歐債危機的沉重打擊下,，收入和盈利都大幅下滑,，士氣也萎靡不振。
????我的新老板,、這家公司的首席執(zhí)行官告訴我，部門所有人都期待著我能夠”立即快馬加鞭地展開工作”,。關于當下需要做哪些工作,，我已經(jīng)有了一些想法，在之前的面試中也提到過（可能這就是他們愿意聘用我的原因）,。不過,，意見總是多多益善的，如果您和您的讀者能不吝賜教,，談談在這種情況下什么該做,、什么不該做，我將感激不盡,?！?em>空降兵
????親愛的空降兵：很幸運的是你在正式走馬上任前還有兩周時間可以做準備。根據(jù)管理者導師喬治?布拉特所言,，你要充分利用就職前的每分每秒,，準備強勢出擊。他說：“要建設團隊,、掌握主動,、在最短的時間內(nèi)收到成效，最好的方法就是在別人還沒想到之前就提早準備,，贏得時間,。新領導者轉型的成敗就在此一舉?！?/p>
????這也是布拉特對自身經(jīng)驗的總結,。在過去數(shù)十年中，他曾經(jīng)在聯(lián)合利華（Unilever）,、寶潔（Procter & Gamble）,、可口可樂（Coca-Cola）等公司擔任高級經(jīng)理人。2002年，他成立了管理者培訓公司PrimeGenesis,，并親自擔任校長,。迄今為止，這家公司已經(jīng)為600名跳槽的經(jīng)理人提供了指導和培訓,。布拉特還與他人合著了《新官上任百日行動方案（第三版）》【The New Leader's 100-Day Action Plan (Third Edition)】一書,，你可能會感興趣。
????布拉特希望能夠協(xié)助那些新上任或是升職的管理者們降低轉型失敗的幾率,。有研究表明,，至少過去15年以來，轉型失敗率一直處于40%左右的水平,。
????布拉特稱：“如果新領導未能提前主動把握先機,，那么在隨后的工作中往往會感到與公司和市場格格不入，甚至在第一個工作日之前就有這種感覺,?！辈祭亟栌昧水a(chǎn)品開發(fā)領域的一個術語，把正式就職之前的這段時間稱為“模糊前端”期,。如下四種方法能有助于你充分利用好這段時間,。
????1、盡早會見重要的利益相關者,。布拉特建議：“弄清楚公司內(nèi)哪些人會對你順利接手新工作起到重要影響,。這些人包括你的直接下屬、關鍵的支持者,、同事,、潛在的同盟軍和伙伴，甚至是那個曾經(jīng)垂涎你的職位但最終未能如愿的人,?！狈謩e給這些人打電話或當面拜訪，哪怕是簡單聊一聊,，或者一起喝杯咖啡都可以,。這聽起來很簡單，但布拉特表示“做與不做,，結果天差地別,；它是改變形勢的重要因素?！?/p>
????2,、做好聆聽意見、收集信息的計劃,。布拉特指出：“不同的利益相關者會對同樣的情況給出不同的觀點,?！痹儐査麄兊目捶ê徒ㄗh“并非為了尋找唯一真理，而是試著讓自己去理解他人所想,。哪些事情進展順利,？哪些遭遇了阻礙？他們的看法是什么,？為什么會有這種想法,。這樣就能與每個人都展開有效合作,。要以開放的心態(tài)參與交談并積極聆聽,?！?/p> |
|
|
????Dear Annie: I'm starting a new job in about two weeks as head of a somewhat troubled division at my current employer's biggest competitor. It's a larger role than I've had so far in my career, and I'm pretty excited about it, but it comes with some significant challenges, since the business I'll be running has been hit hard by the recession and the European debt crisis, revenues and earnings are down, and morale is in the tank.
????The CEO who hired me said everyone there is expecting me to "hit the ground running." I've got some ideas about what needs to be done right away, which I talked about in interviews (and which presumably got me hired). But on the theory that there's no such thing as too much information, I'd appreciate any thoughts from you and your readers about what works, and what doesn't, in this kind of situation. --Parachuting In
????Dear P.I.: It's fortunate that you have two weeks before your official start date because, according to executive coach George Bradt, you'll need every minute of that to get off to the strongest possible start. "The best way to build your team, take charge, and get great results fast is to create time by starting earlier than anyone thought you would," he says. "This one idea can make or break a new leader's transition."
????Bradt is basing that partly on his own decades of experience as a senior manager at Unilever (UN), Procter & Gamble (PG), and Coca-Cola (KO), and partly on his work with 600 job-changing managers since 2002 as principal of PrimeGenesis, the executive coaching firm he started in 2002. Bradt is also co-author of a new book you might want to check out, The New Leader's 100-Day Action Plan (Third Edition).
????His mission is to lower the failure rate among executives newly hired or promoted into big jobs, which research shows has stood at about 40% for at least 15 years now.
????"New leaders who miss the opportunity to get a head start, before their official start date, often find out later that organizational or market momentum was working against them even before they showed up for their first full day at the office," Bradt says. Gulp. Borrowing a term from the product-development world, Bradt calls the time before you're officially on board the "fuzzy front end." Here are four ways to make the most of it:
????1. Meet with critical stakeholders as soon as possible. "Identify the people in the company who can have the most impact on your success in the new job," Bradt advises. "These include your direct reports, critical support people, peers, potential allies, and even the person who wanted your job but didn't get it." Call or visit each of these folks, even just for a quick chat or a cup of coffee. It sounds simple but, Bradt says, "It always makes a huge difference. It's a game changer."
????2. Have a plan for listening and gathering information. "Different stakeholders will have different views of the same situation," Bradt notes. Asking for their perceptions and suggestions "is not a search for the One Truth. Rather, it's an exercise in understanding people's views, both on what's going well and what's not and why, so that you can work effectively with each of them. Come into these conversations with an open mind and actively listen." |
