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.
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:
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.
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©2005 Thomas Neff and James Citrin; (P)2005 Random House, Inc. Random House Audio, a division of Random House, Inc.
"What truly distinguishes this book from available management volumes, besides its inspiring hit-the-ground-running approach, is the material gleaned from...chief executives, which is full of entertaining, enlightening first-person anecdotes....A guiding light to many an incoming manager." (Publishers Weekly)
This is excellent business writing: on-point, pithy and with enough specific examples to bring their ideas to life. An extended marketing effort for Spencer Stuart? Quite possibly - but this is genuinely engaging stuff, and the authors clearly speak from experience. They do a particularly good job of broadening the scope of the message: how many of their readers/listeners will actually be CEOs? Probably not many. So they ensure there are clear learnings throughout for someone moving into a management role at any level. All this is presented in a digestible form which avoids the pitfalls of dumbing down to the lowest common denominator. Definitely worth a look.
This book is mostly targeted toward CEO level and executives. Some of the information is difficult to relate to, while one can find some tidbits of useful information. It does give insight into the pyche of the CEO and some of the thought processes they go through. It's not what I was hoping for as I was looking for something along the lines of a 1st level manager. This book caters to positions much higher than that. The narration is good.
There are a few good guidelines that are of value for not making gross mistakes (such as overestimating your own abilities, or assuming you have the perfect plan from day one), but although the book claims to be applicable to all management (from middle managers to CEOs), 95% of the book is focused on the CEO level. I would recommend this for VP-level and above, or those that deal with boards on a regular basis.
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.
however, the book does give insightful knowledge regarding how to prepare yourself in your new position. i wish i had read this book (was aware of it but did not get around to it) when i got promoted. still, any plan is only as good as the execution, and the book doesn't help you there. it's still up to you to act.
Absolutely gripping narration makes book a pleasure to listen to. Nice inflection and not monotonous at all. The 6 hours or so didn't seem that long. Great advice by authors backed by solid research and credible interviews.
No, dragged out. It took 1 hour of material and dragged it on for hours!
No, still looking for management details this book did not offer.
Good advice regarding not changing things to fast just to do something. However this book lacked every detail regarding management the new manager wants to know.
Good book, nice tips. I believe the main idea is to put all your efforts during the first 100 days in charge. However, the writter mentions that every manager could set several first 100days anytime.
It would be even better if this book has a wider focus not limiting to CEOs only. The writter tries to make it look applicable to all leader levels, but obviously it is not.
I had purchased this audiobook under recommendation from a colleague because I thought it would be a helpful guide for some leadership training. However, I couldn't finish it because it was not, for me, worth the time to read it. This book might be useful for the new CEO needing to negotiate his relocation package, but for me it did not provide relevant information.
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