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Becoming a top manager : tools and lessons in transitioning by Kaiser, Kevin; Pich, Michael T.; Schecter, I. J

By Kaiser, Kevin; Pich, Michael T.; Schecter, I. J

Make the circulate as much as senior administration with classes from world-renowned enterprise university experts

Based on subject matters from INSEAD's renowned Transition to normal administration programme, authors Kevin Kaiser, Michael Pich, and I.J. Schecter provide sound recommendation and functional insights for these seeking to movement to senior common administration roles. by means of following the tales of 3 managers making the transition to common administration, Becoming A best Manager highlights not just the main an important points of changing into a profitable basic supervisor, but additionally the required attitude alterations required—both on a private level—that will eventually translate into ongoing success.

  • Provides sensible insights, readability and self assurance for these trying to stream into senior common administration roles
  • Written by way of a well known and skilled overseas writer team
  • Outlines key talents and govt instruments wanted for the transition
  • Online assets additionally to be had at www.wiley.com/go/topmanager

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Additional resources for Becoming a top manager : tools and lessons in transitioning to general management

Sample text

In 2001, I was called back to rejoin the same company and the new established Board gave me the go-ahead to launch the same strategy presented to their predecessors three years earlier. The toughest part from thereon was gaining the minds of the colleagues to help build up a whole new organization. ’ ‘Even though the need for change may be there, it usually takes lots of meetings and conversations to open eyes, cross conservative mindsets, and achieve radical change. Keep explaining your idea. Keep your message alive.

Only then can he be ready to absorb, and put into action, the specific principles that all successful managers live by every day. 40 BECOMING A TOP MANAGER Hugo is clearly having difficulty understanding this message at even a basic level. He seems willing to learn, but perplexed and intimidated by what Dino is telling him. We see this as a positive. Why? Because Hugo, while he may not be clear about how to execute his new role, seems clear about learning why he needs to start to see himself in a new way.

I enjoyed it. I’m happy to be part of the executive team. And the team is happy you’re part of it. But I think you might have felt a little uncomfortable today. Is that accurate? Yes. I felt my opinion of the investment opportunity was in the minority. It was. Listen, I want to help you understand something. I was Marketing Director before you and then, like you, GM EMEA. My first meeting with the executive team was similar. There was a 36 HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: HUGO: DINO: BECOMING A TOP MANAGER new investment tabled – we were considering acquiring a small toy company out of London.

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