In a working life of 35 years, a manager can expect to make at
least 10 job changes - or transitions - where the demands for rapid
business delivery and effective leadership will only increase with
each new job. According to recent research, over 25 per cent of new
leaders appointed from within fail within 18 months; the figure is
closer to 40 per cent for new leaders appointed externally. The
cost of this rate of failure is high, ranging from financial to
performance to organizational disruption. This book identifies the
sources of these failures and how to overcome them. The authors
show that, whether the new leader has arrived as an external
appointment or has been promoted internally, the experiences can be
divided into three phases: Arriving, Surviving and Thriving. By
analysing the different features of the leader's experience at each
of these stages, the authors are able to provide a strategy for
leaders to take charge and succeed in their new roles.
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