Problem
Old habits can prevent success in a new position.
Action
Identify and stop using assumptions and behaviors that belonged to your previous role.
Outcome
You adapt more quickly to new expectations.
Chapter: Prepare Yourself - Why people fail to make the mental break from their old jobs.
Problem
Entering a role without preparation slows progress.
Action
Define priorities and gather essential information before you start.
Outcome
You begin with greater focus and confidence.
Chapter: Prepare Yourself - Preparing to take charge in a new role.
Problem
New roles often require different skills and relationships.
Action
Identify the specific challenges created by promotion or onboarding.
Outcome
You adjust more quickly to your new responsibilities.
Chapter: Prepare Yourself - Understanding the challenges of promotion and onboarding.
Problem
Unrecognized weaknesses can undermine performance.
Action
Assess the habits, preferences, and biases that may create problems.
Outcome
You manage yourself more effectively.
Chapter: Prepare Yourself - Assessing preferences and vulnerabilities.
Problem
Acting before understanding leads to poor decisions.
Action
Spend significant time learning before making major changes.
Outcome
You make better-informed decisions.
Chapter: Accelerate Your Learning - Learning as an investment process.
Problem
Unstructured learning leaves important gaps.
Action
List the questions you must answer and the information you need.
Outcome
You learn what matters most.
Chapter: Accelerate Your Learning - Planning to learn.
Problem
No single person sees the whole picture.
Action
Gather insights from stakeholders with diverse perspectives.
Outcome
You develop a more accurate understanding.
Chapter: Accelerate Your Learning - Figuring out the best sources of insight.
Problem
Random learning is slow and incomplete.
Action
Use a structured method to collect and organize information.
Outcome
You reach an understanding more quickly.
Chapter: Accelerate Your Learning - Using structured methods to accelerate learning.
Problem
A single leadership style does not fit every situation.
Action
Adjust your strategy to the conditions you face.
Outcome
Your actions become more effective.
Chapter: Match Strategy to Situation - The dangers of ‘one-best-way’ thinking.
Problem
Poor diagnosis leads to ineffective action.
Action
Analyze the situation before selecting a strategy.
Outcome
Your response fits the real challenge.
Chapter: Match Strategy to Situation - Diagnosing the situation to develop the right strategy.
Problem
Different situations require different priorities.
Action
Use the STARS model to determine the type of transition.
Outcome
You focus on the right objectives.
Chapter: Match Strategy to Situation - The STARS model of types of transitions.
Problem
Different business areas often need different approaches.
Action
Assess each unit using the STARS framework.
Outcome
You lead change more effectively across groups.
Chapter: Match Strategy to Situation - Using the STARS model to analyze portfolios and lead change.
Problem
A weak relationship with your boss limits effectiveness.
Action
Invest early in creating trust and mutual understanding.
Outcome
You gain stronger support and alignment.
Chapter: Negotiate Success - Building a productive working relationship with a new boss.
Problem
Important issues are often left unclear.
Action
Use the five conversations to address critical topics systematically.
Outcome
You reduce misunderstandings and conflict.
Chapter: Negotiate Success - The five-conversations framework.
Problem
Unclear expectations create wasted effort.
Action
Agree on goals, priorities, and measures of success.
Outcome
You focus on the results that matter most.
Chapter: Negotiate Success - Defining expectations.
Problem
Different views of the situation lead to conflicting actions.
Action
Reach an agreement on the key challenges and opportunities.
Outcome
You work from a common understanding.
Chapter: Negotiate Success - Agreeing on a diagnosis of the situation.
Problem
Different working styles can create friction.
Action
Establish clear expectations for communication and decision making.
Outcome
Collaboration becomes more effective.
Chapter: Negotiate Success - Figuring out how to work together.
Problem
Insufficient support limits execution.
Action
Negotiate for the people, budget, and tools required for success.
Outcome
You can deliver results more effectively.
Chapter: Negotiate Success - Negotiating for resources.
Problem
Without a plan important priorities can be overlooked.
Action
Organize goals, milestones, and actions into a ninety-day plan.
Outcome
You maintain focus and momentum.
Chapter: Negotiate Success - Putting together your 90-day plan.
Problem
Early errors can damage credibility.
Action
Identify and avoid the traps that often derail new leaders.
Outcome
You build trust more quickly.
Chapter: Secure Early Wins - Avoiding common traps.
Problem
Too many priorities reduce impact.
Action
Focus effort on the most important objectives.
Outcome
You achieve meaningful results sooner.
Chapter: Secure Early Wins - Figuring out A-item priorities.
Problem
People hesitate when the future is unclear.
Action
Describe a clear and attractive vision of success.
Outcome
People become more committed to change.
Chapter: Secure Early Wins - Creating a compelling vision.
Problem
New leaders must prove their reliability.
Action
Deliver on commitments consistently and visibly.
Outcome
Others gain confidence in your leadership.
Chapter: Secure Early Wins - Building personal credibility.
Problem
Stakeholders expect evidence of progress.
Action
Address important performance issues as soon as possible.
Outcome
Confidence in your leadership increases.
Chapter: Secure Early Wins - Getting started on improving organizational performance.
Problem
People resist changes they do not help shape.
Action
Involve others in understanding problems before implementing change.
Outcome
You gain stronger support for improvement efforts.
Chapter: Secure Early Wins - Plan-then-implement change versus collective learning.
Problem
Poor organizational design weakens execution.
Action
Shape organizational elements around strategic goals.
Outcome
The organization performs more effectively.
Chapter: Achieve Alignment - The role of the leader as organizational architect.
Problem
Treating symptoms does not solve recurring problems.
Action
Investigate the underlying causes behind weak results.
Outcome
Solutions become more durable.
Chapter: Achieve Alignment - Identifying the root causes of poor performance.
Problem
Misaligned systems create friction and confusion.
Action
Align strategy, structure, systems, skills, and culture.
Outcome
Execution becomes more consistent.
Chapter: Achieve Alignment - Aligning strategy, structure, systems, skills, and culture.
Problem
Early judgments about people are often inaccurate.
Action
Evaluate team members carefully before making staffing decisions.
Outcome
You make stronger talent choices.
Chapter: Build Your Team - Inheriting a team and changing it.
Problem
Short-term demands can undermine long-term success.
Action
Make decisions that support both current performance and future capability.
Outcome
Results remain sustainable over time.
Chapter: Build Your Team - Managing the tension between short-term and long-term goals.
Problem
Separate changes can create conflicting outcomes.
Action
Address team restructuring and organizational architecture together.
Outcome
Changes reinforce each other.
Chapter: Build Your Team - Working team restructuring and organizational architecture issues in parallel.
Problem
Weak processes reduce team performance.
Action
Create clear routines for communication, coordination, and execution.
Outcome
The team works together more effectively.
Chapter: Build Your Team - Putting in place new team processes.
Problem
Authority alone does not guarantee cooperation.
Action
Develop strong relationships with key stakeholders.
Outcome
You gain broader support for your goals.
Chapter: Create Alliances - The trap of thinking that authority is enough.
Problem
Missing key supporters can block progress.
Action
Determine whose backing is essential for success.
Outcome
You focus influence efforts where they matter most.
Chapter: Create Alliances - Identifying whose support is critical.
Problem
Formal structures do not reveal all sources of power.
Action
Analyze relationships and patterns of influence across the organization.
Outcome
You navigate the organization more effectively.
Chapter: Create Alliances - Mapping networks of influence and patterns of deference.
Problem
People resist actions that seem against their interests.
Action
Show how your proposals benefit the people affected.
Outcome
Support for change increases.
Chapter: Create Alliances - Altering perceptions of interests and alternatives.
Problem
Repeated reactions can make problems worse.
Action
Identify and interrupt patterns that reinforce failure.
Outcome
You respond to challenges more productively.
Chapter: Manage Yourself - How leaders get caught in vicious cycles.
Problem
Low confidence can reduce performance.
Action
Develop the foundations that support belief in your ability to succeed.
Outcome
You handle challenges with greater confidence.
Chapter: Manage Yourself - The three pillars of self-efficacy.
Problem
Without discipline effectiveness declines over time.
Action
Build routines that protect your time, energy, and focus.
Outcome
You sustain high performance.
Chapter: Manage Yourself - Creating and enforcing personal disciplines.
Problem
Leaders often lack honest feedback.
Action
Develop relationships with people who provide candid guidance.
Outcome
You make better decisions.
Chapter: Manage Yourself - Building an advice-and-counsel network.
Problem
Many organizations neglect transition support.
Action
Invest in helping people succeed when entering new roles.
Outcome
Transition success rates improve.
Chapter: Accelerate Everyone - Why so few companies focus on transition acceleration.
Problem
Inconsistent approaches create uneven results.
Action
Adopt a shared method for managing transitions.
Outcome
People adapt to new responsibilities more quickly.
Chapter: Accelerate Everyone - The opportunity to institutionalize a common framework.
Problem
Leadership development efforts often lack consistency.
Action
Use transition frameworks in development, integration, and succession processes.
Outcome
Leadership capability grows across the organization.
Chapter: Accelerate Everyone - Using the framework to accelerate team development, develop high-potential leaders, integrate acquisitions, and strengthen succession planning.