You're in Charge--Now What?: The 8 Point Plan

You're in Charge--Now What?: The 8 Point Plan

You're in Charge--Now What?: The 8 Point Plan

The main Focus of the Book

This book provides an eight-point plan to help executives prepare for the CEO role. This book is for any executive from CEO to department subhead who is in a novel situation. What exactly is to be done when you are in a new position?, Thomas J. Neff answers this with a complete style to taking advantage of the initial One Hundred days on the work, picturing the experience of more than 50 CEO's (with other business resources) who were talked comprehensively. Authors' obvious, sensible 08-point map includes the foundations of what arriving managers must be acquainted with, from how to get ready mentally and physically for the initial one hundred days to working with a boss or a board; making a tactical programme; shaping the management team; dealing with and transforming corporate culture; and further.

Leadership Techniques Addressed In The Book

This book discusses that as a new CIO, you will be taking a hard look at your team. You will assess its strengths and weaknesses. You will figure out who on the team is going to help you—and who will hinder you. No matter how talented the team is that you inherit, you will probably be making some changes. (Neff, 2005)

It's best to make these changes quickly—the longer you wait, the more difficult it becomes to act. As soon as you arrive on the job, people will be looking at you and wondering what you will do, says José Carlos Eiras, the former global CIO of General Motors Europe. But your actions will depend on the quality of information available to you. Obviously, the people who interview you will give you their perspectives on IT, but that doesn't mean that their perspectives are accurate. Sometimes what you hear during the interview process doesn't reflect what's really going on. So you will have to find out the truth. You will need to discover the real situation very quickly, and then confront it. (Maslow, 2004)

Problems come in many varieties, and each situation is different. But when you find a problem that needs to be fixed, don't wait. If you need to reduce costs or eliminate staff, it's better to do it right away, says José. Do it carefully, but do it fast. Let the board know what you are doing so you keep their support. Paint an honest picture of the problems, and explain how your actions will improve the situation.

According to Neff, J. Thomas (2005), once you have decided to act, resist the urge to delay. The more time passes, the less confidence people will have in you, says José. Normally a new CIO is hired because there is something wrong with IT. So people expect you to move swiftly and decisively. The longer you wait, the harder it will be to create the level of confidence you need to make significant ...