"The New Boss"

As some of you know, I have been on vacation for almost six months now. Very soon (or later), I know I will have to come out of this self-imposed sabbatical, either by force of economic necessity, or something else.

Right now though, I feel like a power plant that has been shut down and getting prepped to start again. Operations people would advise Management accountants that in modelling the cost of a restart, the latter should consider that it takes more fuel (and higher costs) for a plant to restart than it would while in the course of a regular run.

So it is with me. I know that to get back to a regular work schedule, and all its unintended or intended stress, would take more of me.

I am restarting, and I am starting to re-equip myself this early with the tools that I will need in my arsenal.

I do have an unshakable sense of self, and I am almost sure that my next job will involve a team to manage. Incidentally someone gave me a book which I now find handy and serves a good starting point for getting ready for my next journey.

So for people out there who are in a similar situation, here is an excerpt of the preface of that book, The New Boss, How to Survive the First 100 Days, by Peter Fischer.

I do highly recommend reading the book.

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"A look at many client organization these days reveals pressure for success on a global scale. This means that innovation, consistently high standards and speed are of the essence in the face of less transparent and tougher competition. In comparison, cultural diversity and virtual relationships seem relatively straightforward. More importantly, the need to deploy resources flexibly means few executives have longer than three years to make their contributions felt - indeed many barely have 18 months. In addition to this, the growing complexity from organizations trying to respond to fast-changing technologies, legal frameworks and markets brings both the possibilities and pitfalls inherent in a leadership in transition into focus. Indeed, the objective of this book is to reveal the 'power of change' - that is to say, the opportunities for introducing change and preparing for eventual success over the inevitable pitfalls intrinsic to any transition process.

Gone are the days when predecessors overlapped with the new candidate to ease the handover. Instead, I find many new managers finishing assignments in one role at the same time as starting the new one. Whilst a new sense of promise at the start and a heightened excitement during the executive honeymoon remain, the rising numbers in leadership transitions point to growing pressures on managers to change and innovate. This sense of promise translates into a much-needed readiness to embrace change. As time is of the essence, new managers are tempted to push ahead with their agendas. After all, that was the reason for their appointment. It is easily forgotten that agendas need the support of key people and that, as a new manager, your ignore the less visible concerns, expectations, and achievements, at your peril."

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MoneyMe

(embedded image lifted from amazon.com)