{"product_id":"transitions-at-the-top-isbn-9781118975084","title":"Transitions at the Top","description":"\u003cb\u003eClear, actionable guidance toward managing a major leadership change\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eTransitions at the Top\u003c\/i\u003e is an insightful, informative guide to navigating a change in leadership. A smooth transition is critical to both the health of the organization and the success of the new leader, but good planning and strong strategy can help organizations come out fresher and more driven on the other side. This book provides the specific principles, guidelines, and actions that boards, C-suite executives, and HR leaders need to guarantee a successful CEO transition. Continuity is key as one leader passes the mantle to a successor, and this book spans the steps and events that take place from when the candidate accepts the offer, all the way through the point where a critical mass of followers have accepted him or her as the established leader. Coverage includes guidance on who should be engaged in the process, as well as role-specific advice for each member of the transition management team.\u003c\/p\u003e \u003cp\u003eMany books have been written to advise new incoming CEOs, but there is little guidance available for the organization as a whole. This book provides actionable advice on smoothing the transition without breaking stride.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eMaintain continuity during leadership transitions\u003c\/li\u003e \u003cli\u003eStrengthen focus on culture, systems, and processes\u003c\/li\u003e \u003cli\u003eEngage all influential executives in smoothing the transition\u003c\/li\u003e \u003cli\u003eLay a foundation to help the new leader succeed\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe transition management team plays a crucial role in maintaining the health of the organization during a time of major change. Strong strategy becomes critical when an organization is in flux, and high engagement is key. \u003ci\u003eTransitions at the Top\u003c\/i\u003e provides expert insight, clear guidance, and a solid plan for a smoother transition.\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgements xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Transition Challenge 3\u003c\/p\u003e \u003cp\u003eThe Roots of Failure 7\u003c\/p\u003e \u003cp\u003eComplexity 7\u003c\/p\u003e \u003cp\u003eThinking Errors 8\u003c\/p\u003e \u003cp\u003eExecution Errors 9\u003c\/p\u003e \u003cp\u003eRoles for Success 11\u003c\/p\u003e \u003cp\u003eThe Board’s Role 11\u003c\/p\u003e \u003cp\u003eThe CEO’s Role 13\u003c\/p\u003e \u003cp\u003eThe CHRO’s Role 15\u003c\/p\u003e \u003cp\u003eThe Senior Managers’ Role 17\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 \u003c\/b\u003e\u003cb\u003eComplexity and Critical Crossroads 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eComplexity 25\u003c\/p\u003e \u003cp\u003eIndividual Adjustments 25\u003c\/p\u003e \u003cp\u003eCEO 25\u003c\/p\u003e \u003cp\u003eBoard 27\u003c\/p\u003e \u003cp\u003eCHRO 29\u003c\/p\u003e \u003cp\u003eSenior Managers 32\u003c\/p\u003e \u003cp\u003eSystemic Adjustments 34\u003c\/p\u003e \u003cp\u003eStrategic 34\u003c\/p\u003e \u003cp\u003eOperational 36\u003c\/p\u003e \u003cp\u003ePolitical 39\u003c\/p\u003e \u003cp\u003eCultural 41\u003c\/p\u003e \u003cp\u003eSummary 45\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 \u003c\/b\u003e\u003cb\u003eThree DestructiveMyths 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMyths Plaguing Transitions at the Top 56\u003c\/p\u003e \u003cp\u003eMyth 1: People Join Companies All the Time…It’s No Big Deal 58\u003c\/p\u003e \u003cp\u003eMyth 2: Our Job Is Done When the OneWeWant Says “Yes” 62\u003c\/p\u003e \u003cp\u003eMyth 3:We Know What He Can Do 65\u003c\/p\u003e \u003cp\u003eHow TransitionMyths Bar Productive Thinking 71\u003c\/p\u003e \u003cp\u003eLack of Empathy 71\u003c\/p\u003e \u003cp\u003eLack of Learning 73\u003c\/p\u003e \u003cp\u003eLack of Questioning 74\u003c\/p\u003e \u003cp\u003eLeaving Tough Questions Unanswered 76\u003c\/p\u003e \u003cp\u003eSummary 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 \u003c\/b\u003e\u003cb\u003eErrors of Execution 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelationship between Incumbent and Successor 85\u003c\/p\u003e \u003cp\u003ePreparing for Only One Transition 90\u003c\/p\u003e \u003cp\u003eThe Leader Who Departs 90\u003c\/p\u003e \u003cp\u003eDerivative Defections 93\u003c\/p\u003e \u003cp\u003eMismanaging the Transition Process 96\u003c\/p\u003e \u003cp\u003eNot Organizing and Interpreting the Right Information 96\u003c\/p\u003e \u003cp\u003eHowThings Really Get Done 97\u003c\/p\u003e \u003cp\u003eCulture and Power Structure 98\u003c\/p\u003e \u003cp\u003ePower and Influence 104\u003c\/p\u003e \u003cp\u003eNot PreparingMajor Players for the Right Roles 106\u003c\/p\u003e \u003cp\u003eMishandling the Onboarding of the New Leader 109\u003c\/p\u003e \u003cp\u003eSummary 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 \u003c\/b\u003e\u003cb\u003eThe Board’s Role 117\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDirectors asMajor Players 121\u003c\/p\u003e \u003cp\u003eOversight for the Transition 127\u003c\/p\u003e \u003cp\u003eManaging Relationships 134\u003c\/p\u003e \u003cp\u003eJudging Performance 143\u003c\/p\u003e \u003cp\u003eExpectations 146\u003c\/p\u003e \u003cp\u003eCultural and Political Attention 148\u003c\/p\u003e \u003cp\u003eSummary 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 \u003c\/b\u003e\u003cb\u003eThe CEO’s Role 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eControlling the Steps and Pace 157\u003c\/p\u003e \u003cp\u003eRole 158\u003c\/p\u003e \u003cp\u003eThe Search and the Transition 162\u003c\/p\u003e \u003cp\u003eEnsuring Other Players Do What TheyMust 166\u003c\/p\u003e \u003cp\u003eSelf-Management and Self-Awareness 171\u003c\/p\u003e \u003cp\u003eSummary 177\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 \u003c\/b\u003e\u003cb\u003eThe CHRO’s Role 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGreat Senior Staffing Support 185\u003c\/p\u003e \u003cp\u003eHelp for the New Leader 192\u003c\/p\u003e \u003cp\u003eWhat the New LeaderMust Do 192\u003c\/p\u003e \u003cp\u003eLearning 193\u003c\/p\u003e \u003cp\u003eVisioning 194\u003c\/p\u003e \u003cp\u003eCoalition Building 196\u003c\/p\u003e \u003cp\u003eMethods andMechanisms for Relationships 198\u003c\/p\u003e \u003cp\u003eConnecting 201\u003c\/p\u003e \u003cp\u003eListening 203\u003c\/p\u003e \u003cp\u003eSummary 210\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 \u003c\/b\u003e\u003cb\u003eThe Senior Manager’s Role 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShaping Organization Opinion 220\u003c\/p\u003e \u003cp\u003eDelivering Support 227\u003c\/p\u003e \u003cp\u003eBuildingWinning Relationships 234\u003c\/p\u003e \u003cp\u003eSummary 241\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 \u003c\/b\u003e\u003cb\u003eSummary 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIndex 253\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDAN CIAMPA\u003c\/b\u003e is an advisor on CEO transitions, operations improvement, culture change, and top-level organization for implementing new strategies. He was chairman and CEO for Rath \u0026amp; Strong, Inc., and named by \u003ci\u003eBusinessweek\u003c\/i\u003e as among the top five CEO advisors. He is author of four other books, including \u003ci\u003eRight from the Start,\u003c\/i\u003e with Michael Watkins. For more on his background, see \u003cb\u003ewww.danciampa.com\u003c\/b\u003e. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDAVID L. DOTLICH, P\u003csmall\u003eH\u003c\/small\u003eD,\u003c\/b\u003e is president of Pivot Leadership, a Korn Ferry company, and is an advisor and coach to CEOs and boards of companies such as Telstra, Johnson \u0026amp; Johnson, Nike, Ericsson, and DPDHL. He is an entrepreneur who has started, grown, and sold two large companies and is a former executive vice president of Honeywell International. He is the author of 12 books on leadership and has been named one of the Top 50 Coaches in the United States.    \u003c\/p\u003e\u003cp\u003e\u003cb\u003eEnsure the Success of Critical C-Suite Transitions from Within\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eIt has been estimated that 40% of executives fail within the first 18 months on the job, regardless of whether they were hired from outside the company or promoted from within. This failure rate is becoming enormously costly for businesses. The annual cost of CEO departures is $14 billion dollars in the United States alone. Despite an overabundance of resources targeting incoming executives, this trend shows no signs of reversing. So, the arrival of \u003ci\u003eTransitions at the Top\u003c\/i\u003e is cause for celebration, because this is the first book that addresses the real core of the issue—the management of CEO transitions by major players within the company. \u003c\/p\u003e\u003cp\u003eBoard members, outgoing CEOs, human resources executives, and senior managers play an absolutely crucial part in ensuring that incoming CEOs are successful in those critical first eighteen months. Without organization, planning, and strategy on the part of these leaders, CEO transitions are problematic at the outset. Yet major players tend to think their job ends as soon the board's offer is accepted. \u003ci\u003eTransitions at the Top\u003c\/i\u003e explains why this is a myth, and why it's one of the most costly errors a business can make. The key people involved with C-suite transitions have the power to ensure that the transition is successful—if they understand their roles and follow the necessary steps. \u003c\/p\u003e\u003cp\u003eLeadership transition is more complex than many realize, affecting the company's strategy, operating efficiency, and culture. The authors of \u003ci\u003eTransitions at the Top\u003c\/i\u003e break down every stage in the process, including the adjustments required by everyone involved. These include individual adjustments on the part of the outgoing CEO, the directors, and others, and also large-scale systemic adjustments that involve everyone, at every level. In many ways, these systemic changes are really where the challenge of CEO transitioning lies. This book details the fundamental strategic, political, cultural, and operational tasks that each of the key stakeholders must perform in order to secure a successful change of leadership. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eTransitions at the Top\u003c\/i\u003e may just be the missing link for the growing number of organizations that need to successfully manage leadership changes. With chapters dedicated to board members, outgoing CEOs, Chief Human Resources Officers, and senior managers, this book delivers must-know information within an overall transition framework that, based on the authors' more than eighty years of combined experience, works. By focusing on the real driving forces on the organization's side of the transition equation, \u003ci\u003eTransitions at the Top\u003c\/i\u003e proves indispensable to the success of an organization at this game-changing time.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990408184037,"sku":"NP9781118975084","price":35.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118975084.jpg?v=1761787708","url":"https:\/\/k12savings.com\/products\/transitions-at-the-top-isbn-9781118975084","provider":"K12savings","version":"1.0","type":"link"}