Product Description

for all managers making a leadership transition, it is critical to engage with the new role rapidly to permit a seamless changeover and to ensure that staff remain engaged and focused. this handy guide provides you with the structure and guidance you need to minimise disruption and maximise performance during the crucial first 100 days.

written by peter fischer, an industrial psychologist and psychotherapist, the book provides you with tried and tested models and self-assessment techniques which allow you to manage expectations, build key relationships and drive through change during your first three months in charge.

the first part of the book deals with the common problems faced by new managers in the early days of a new post, shows the right questions to ask and also provides really helpful advice on issues such as how to deal with a disappointed contender.

the second part of the book looks at the problems faced by new appointees in different scenarios, including: internal promotion; external hire; big predecessor and little successor, the young high-potential manager and the overseas assignment.

if you are a new manager, no matter the circumstances of your appointment, this book identifies all the problems you are likely to face, shows you how to deal with them, and allows you to hit the ground running in your new role.

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Product Details

• Amazon Sales Rank: #341243 in Books
• Published on: 2008-08-03
• Original language: English
• Number of items: 1
• Binding: Paperback
• 175 pages

Review

“fischer suggests ways in which newly appointed executives can minimize disruption and maximise performance in their new organizations during the first, crucial, 100 days of their new role.”

human capital management

“invaluable practical advice on how a new manager can work towards making their move successful. clear, concise and very easy to follow.”

phoenix

“will provide readers with self-assessment techniques that allow them to manage expectations and build key relationships.”

northampton chronicle & echo

“if you’re about to move into a senior management position, getabstract would add this book to your ‘must read’ stack.”

getabstract, spring-summer 2008

From the Back Cover

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peter fischer

the new boss

how to survive the first 100 days

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the new boss

peter fischer

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in the fast-paced business world, there is little room for error or experiment. in large

organizations the pressure for success is huge. for senior managers making a

leadership transition, it is critical to engage with the new role rapidly to ensure a

seamless changeover and keep your staff motivated and focused. this practical guide

provides newly appointed executives with the guidance needed to minimize disruption

and maximize performance during the crucial first 100 days in the new role.

the new boss contains solutions for every “new boss” scenario – from internal

promotion to fast-tracking young managers with high potential. this down-to-earth and

thorough title covers a range of issues including:

• managing expectations;

• developing key relationships;

• analysing situations;

• establishing motivational goals;

• initiating changes effectively.

peter fischer provides you with tried and tested models, and self-assessment

techniques that allow you to manage expectations and build key relationships, while at

the same time drive through change during your first three months “in charge”.

peter fischer is an industrial psychologist and psychotherapist. he is the founder of

fgi fischer group international, and for over 20 years has helped senior executives to

take over new assignments, to change processes and to handle personal transitions.

he has extensive experience in the implementation of leadership programmes and has

directed numerous change projects.

£12.99

us $24.95

isbn: 978-0-7494-5270-4

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business and management

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kogan page

120 pentonville road

london n1 9jn

united kingdom

www.koganpage.com

kogan page us

525 south 4th street, #241

philadelphia pa 19147

usa

About the Author

peter fischer is an industrial psychologist and psychotherapist. he is the founder of fgi and for more then 15 years has supported senior executives in taking over new assignments, in change processes and in personal transitions. he has extensive experience in the implementation of performance management systems and has directed numerous cultural change projects.

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Customer Reviews

Good book for the senior executive
In the "New Boss", author Peter Fischer sets out a transition plan for moving into a new management role - a senior management position. From the outset, he posits his seven building blocks of a successful leadership transition - Managing Expectations, Building Key Relationships, Analysing the Situation, Clarifying Objectives, Creating a Climate for Change, Initiating Changes and Using Symbols and Rituals. All of these are eminently practical and from Fischer's perspective, quite applicable. The one that I found particularly useful and is seldom covered in books of this nature - Using Symbols and Rituals.

The book is in two parts. Part I outlines the seven building blocks and Part II has seven case studies. Some of the case studies are written in the present tense which enables the reader to consider what he or she would do in this situation. It also enables the author to outline the challenges and suggest ways to master them. This is a nice way of involving the reader in the topic.

The book is well set out with plenty of diagrams (to provide overview and structure), good checklists and simple analytical tools, plus many short vignettes to illustrate points. It is well written and the author is obviously very experienced in this field.

I thoroughly concur with Fischer's seven building blocks. For me, the one that is still missing is one on "teams and groups". As this book is written for senior managers, it would have been useful to have an explanation on leading and managing teams and/or groups. That aside, the book is another excellent addition to the management literature.

I would recommend the book for senior executives and CEOs moving into a new role. Although a novice manager would gain some insights from this book, it is really more suited to senior executives.

Bob Selden, author What To Do When You Become The Boss: How New Managers Become Successful Managers

Very encouraging for the new senior manager/leader
As some-one just starting a new senior role in a new environment, I found this book supportive and motivating. Largely, it confirmed what I already suspected, but its helpful to see all aspects of the do's and don'ts written down and explored explicitly.