Summary of Michael D. Watkins's Master Your Next Move, with a New Introduction

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Bert was promoted to lead the plastic resins unit of BSC Chemicals, a manufacturer of specialty chemicals, plastics, and pharmaceuticals. He had 12 years of experience with the company, and was asked to join its corporate human resources organization.
#2 The new leader, Bert, was surprised by the scope and complexity of the problems he was faced with. He was not sure how to allocate his time, and he felt overloaded. He needed to delegate more, but he wasn’t clear about which tasks he could safely leave to others.
#3 The promotion challenge is to figure out what it takes to excel in your new role, how to exceed the expectations of those who promoted you, and how to position yourself for still-greater things. To meet this challenge, you must distinguish between common promotion challenges and those specific to your level.
#4 As you move up in an organization, the impact horizon, or the range of issues and challenges you have a direct hand in addressing, broadens. The complexity and ambiguity of what you have to deal with increases.

Sujets

• Carrière & Mobilité
• Carrière
• Careers
• Général

Informations

• Publié par: Everest Media LLC
• Date de parution: 26 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669366966
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Michael D. Watkins's Master Your Next Move, with a New Introduction
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8
Insights from Chapter 1

#1

Bert was promoted to lead the plastic resins unit of BSC Chemicals, a manufacturer of specialty chemicals, plastics, and pharmaceuticals. He had 12 years of experience with the company, and was asked to join its corporate human resources organization.

#2

The new leader, Bert, was surprised by the scope and complexity of the problems he was faced with. He was not sure how to allocate his time, and he felt overloaded. He needed to delegate more, but he wasn’t clear about which tasks he could safely leave to others.

#3

The promotion challenge is to figure out what it takes to excel in your new role, how to exceed the expectations of those who promoted you, and how to position yourself for still-greater things. To meet this challenge, you must distinguish between common promotion challenges and those specific to your level.

#4

As you move up in an organization, the impact horizon, or the range of issues and challenges you have a direct hand in addressing, broadens. The complexity and ambiguity of what you have to deal with increases.

#5

The fifty-thousand-foot view is necessary for leaders to be able to gain and sustain an integrative view of the business. You must be able to dive deep into issues and ask questions and push for answers until you are confident there is a firm foundation for people’s opinions and judgments.

#6

The key to effective delegation is to build a team of competent people you trust, establish goals and metrics through which you can monitor their progress, and translate higher-level goals into specific responsibilities for them.

#7

When you get promoted, your ability to make decisions decreases, but your ability to influence others’ decisions increases. This is because the issues you face become much more complex and ambiguous, and your ability to identify right answers based on data and analysis decreases.

#8

You will need to establish alternative communication channels to avoid being filtered information. You may maintain regular, direct contact with customers and select front-line employees, or create formal protocols so people at lower levels can raise serious legal or ethical concerns.

#9

One unavoidable fact of promotion is that you will attract a great deal more attention and scrutiny. You will become the lead actor in a very important public play. Private moments become scarce, and there is growing pressure to exhibit the right kind of leadership presence.

#10

There are common challenges associated with being promoted, as well as level-specific hurdles to overcome and associated competencies to develop. You can overcome these challenges by mastering the new skills required in your new role, and letting go of some of the behaviors that made you successful previously.

#11

The competency shifts new leaders face are just the beginning of their journey. They must also learn how to make clear and quick judgments, as well as how to shape the competitive and political environments in which the organization operates.

#12

The seven seismic shifts that functional leaders must make to become effective business unit leaders are from specialist to generalist, from analyst to integrator, from tactician to strategist, from mission and goals to core capabilities and strategy, and from tactical focus to strategic focus.

#13

The business unit leader is in charge of creating the organizational context in which business breakthroughs can happen. They must be expert in the principles of organizational design, business process improvement, and skills development and management.

#14

Leading a business unit is a lot of work, and it is difficult to make all the shifts at once.