This paper reviews "Right from the Start: Taking Charge in a New Leadership Role" by Dan Ciampa and Michael Watkins and applies it to the author's own work style.
Written in 2005; 1,620 words; 0 sources; $ 52.95
Paper Summary:
This paper explains that Dan Ciampa and Michael Watkins in "Right from the Start: Taking Charge in a New Leadership Role" introduce seven fundamental propositions for meeting the challenge of a new leadership position such as (1) a new leader has two to three years to make a noticeable difference in company culture and (2) new leaders need to be able to balance focus and flexibility. The author points out that the writers discuss the importance of visioning, imagining what one wants the successful company to look like in five or ten years, and then using these visions to create a political base and to start influencing cultural change. The paper relates that the book talks about managing oneself by having an awareness of one's personal style, realizing its strengths and weaknesses and receiving advice and counsel from others.
From the Paper:
"When change is coming, there are usually three types of workers. Those who support the change, those who oppose the change, and those who are neutral and could go either way. Ciampa and Watkins suggest actively pursuing the people who support change and are neutral. The ones who are completely opposed will either have to be won over (unlikely), coerced, or removed from their position. This discussion of coalition building reminds me of something I've done wrong on several jobs. Wanting everyone to be in agreement, I would actively pursue the factions that did not want change and ignore the people who were on my side or who might have been on my side with a little persuasion. I did exactly the opposite of good coalition building!"
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