Includes index.

"Many books have been written for new CEOs on what they need to do when they take charge at a new company, but few focus on what the rest of the organization has to do to set up the new leader--and the rest of the organization--for success. During any transition of C-suite leadership, the board of directors, the outgoing CEO (if there is one), the Chief Human Resources Officer, and other influential senior executives all play a crucial role in achieving a successful transition. What does it take to focus the organization, culture, systems, and processes so that the entire company lays a foundation for success?Transitions at the Top tells companies everything they need to know to successfully maintain continuity as one leader passes the mantle of responsibility to a successor, spanning the steps & events from the point that a candidate for a top position accepts the offer, all the way through to the point that a critical mass of followers accepts him/her as the established leader. The book includes advice for each role who will be managing the transition"-- Provided by publisher

Print version record and CIP data provided by publisher.

Includes bibliographical references and index.

Machine generated contents note: The Transition Challenge -- The Roots of Failure -- Complexity -- Thinking Errors -- Execution Errors -- Roles for Success -- The Board's Role -- The CEO's Role -- The CHRO's Role -- The Senior Managers' Role -- 1. Complexity and Critical Crossroads -- Complexity -- Individual Adjustments -- CEO -- Board -- CHRO -- Senior Managers -- Systemic Adjustments -- Strategic -- Operational -- Political -- Cultural -- Summary -- 2. Three Destructive Myths -- Myths Plaguing Transitions at the Top -- Myth 1: People Join Companies All the Time ... It's No Big Deal -- Myth 2: Our Job Is Done When the One We Want Says "Yes" -- Myth 3: We Know What He Can Do -- How Transition Myths Bar Productive Thinking -- Lack of Empathy -- Lack of Learning -- Lack of Questioning -- Leaving Tough Questions Unanswered -- Summary -- 3. Errors of Execution -- Relationship between Incumbent and Successor -- Preparing for Only One Transition -- The Leader Who Departs -- Derivative Defections -- Mismanaging the Transition Process -- Not Organizing and Interpreting the Right Information -- How Things Really Get Done -- Culture and Power Structure -- Power and Influence -- Not Preparing Major Players for the Right Roles -- Mishandling the Onboarding of the New Leader -- Summary -- 4. The Board's Role -- Directors as Major Players -- Oversight for the Transition -- Managing Relationships -- Judging Performance -- Expectations -- Cultural and Political Attention -- Summary -- 5. The CEO's Role -- Controlling the Steps and Pace -- Role -- The Search and the Transition -- Ensuring Other Players Do What They Must -- Self-Management and Self-Awareness -- Summary -- 6. The CHRO's Role -- Great Senior Staffing Support -- Help for the New Leader -- What the New Leader Must Do -- Learning -- Visioning -- Coalition Building -- Methods and Mechanisms for Relationships -- Connecting -- Listening -- Summary -- 7. The Senior Manager's Role -- Shaping Organization Opinion -- Delivering Support -- Building Winning Relationships -- Summary -- 8. Summary.

John Wiley and Sons Wiley Online Library: Complete oBooks