新任高管行动计划+Action+Plan+for+Executives+Taking+a+New+Role

ActionPlanfor

ExecutivesTaking

aNewRole

Usethistoolkittospeedyourimpact.

CMOsneedtoprotecttheresourcestheyneedtodelivervalue

1

Tailoryour

transitionplan

2

4

5

Focuson

quickwins

5bigopportunitiestomake

animpactfromDay1

Fortypercentofexecutivesareunderperforming

onmeetingobjectivesduringtheirtransition.

Toexertmaximuminfluenceanddemonstrate

impactquickly,excelatthesefivepractices.

Establishyour

personalbrand

3

Targettheright

relationships—

andthen

buildthem

Assessthe

organization’s

capacityfor

change

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ActionPlanforExecutivesTakingaNewRole

2

Opportunity1:Tailoryourtransitionplan

Hint:Useyourinitialdaysasaspringboardtoformulateandplanyourlong-termvisionforsuccess.

Evenbeforeyouronboarding,prioritizekey

activitiesforyourfirsttwoweeks—andpreparetobuildyourcomplete90-or100-daytransitionplan.

Theplanshouldcoverfivephasesinwhichyouestablishyourself,yourvision,actionplansandquickswins,andpreparetomeasureresults.

Gartnerclients:Accessthefullresearch

here

.

Talktousabout

becomingaGartnerclient.

Measure

Act

Plan

Assess

Prepare

Prepare

•Learnthe

organizationalculture

•Builda

communicationplan

•Alignon

expectationsfortherole

Source:Gartner

Act

•Executeon

quickwinsforthefunction

•Defineanext

setofstrategicinitiatives

Measure

•Reviewthe

planandmakeadjustments

•Communicatesuccesses

Plan

•Createafunctionstrategy

•Identifyearlywins

Assess

•Assessyourfunction

•Buildrelationships

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ActionPlanforExecutivesTakingaNewRole

3

Opportunity2:Establishyourpersonalbrand

Hint:Howpeopleperceiveyouaffectshowquicklyyou’llbecomeinfluential.

Eachmovetoanewrolebringswithittheopportunitytodemonstrateandshapenewperceptionsofwhoyouareandwhatvalueyoubringwithyou.

Thewindowtodothatissmallandstarts

closingtheminuteyoustartinyournewrole.

Manyexecutivesdonotrealizetheimportanceofunderstandingandmanagingyourpersonalbrand,andhowitcanshapeyourinfluenceintheorganizationintothefuture.

Gartnerclients:Accessthefullresearch

here.

Talktousabout

becomingaGartnerclient.

Theexecutivepresencewheelofinfluence

Impact

Whatpeopleknow

andthinkbased

onyourstatusand

reputation

You

Impressions

Whatpeoplefeelbased

onyourappearancesand

communications

Source:Gartner

Whatpeopledo

becauseoftheir

experiences

withyou

品

Image

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ActionPlanforExecutivesTakingaNewRole

4

Typeinthefieldsbelowtocompletetheinteractiveworksheet.

Tool:Developyourpersonalbrand

Howdoyouseeyourself?

Howdoothersseeyou?Whatchallengesdoyouface?

Whatwillyoudotomeetthese

challenges?

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ActionPlanforExecutivesTakingaNewRole

5

Opportunity3:Targettherightrelationships—andthenbuildthem

Hint:Missingakeystakeholderor

selectingthewrongstakeholderstoformearlyrelationshipswithposesapotentialperformancerisk.

Youwon’thavetimetotalktoeverypotentialstakeholderduringyourfirstfewmonthsin

therole.

Prioritizeyourrelationshipbuildingonthe

peoplewhowillhaveadirectimpactonyourfuturesuccess.

Thefirststepistoknowyourstakeholders,thenprioritizeyourtime,andfinally,engageandnurturethoserelationships.

Gartnerclients:Accessthefullresearch

here.

Talktousabout

becomingaGartnerclient.

Organizationalstakeholderactionprioritization

Direct

Isthisadirector

indirectstakeholder

formyfunction?

Indirect

Source:Gartner

Yes

Arethereanyconcerns

orpriorities

relatedtothisstakeholder?

No

Yes

Arethereanyconcerns

orpriorities

relatedtothisstakeholder?

No

Assessconcerns

andcreate

actionplanto

address.

Howmuch

influencedoesthisstakeholderhaveovermy

success?

Doesmypeer

whodirectly

workswiththis

stakeholderneedinformationor

supportfrom

me/myfunction?

No

Understand

whoownsthis

stakeholder

relationshipfor

theorganization

andwhether

theyrequire

supportfrom

yourfunction.

Whatisthe

healthof

thecurrent

relationship

withthe

stakeholder?

Identifythe

ownerofthe

stakeholder

relationship

onyour

teamandthe

statusofthe

relationship.

Ensureyour

peerisgetting

needed

resources.

Short-TermActionItem

Medium-TermPriority

Nonurgent

Engagethe

stakeholderto

continuetofostertherelationship.

Investigateandremedythe

relationship.

Nota

greatdeal

Significant

Weak

Solid

Yes

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6

Typeinthefieldsbelowtocompletetheinteractiveplan.

Tool:Developastakeholderengagementactionplan

Stakeholderpriorityactionitem

Askyourself:

Howurgentisthisaction?Towhatextentdoesactingonitchangemyprobabilityofsuccessorfailure?

Timeframe

Askyourself:

Doesthisactionneedtobetakeninthenext30days/90days/sixto12months?

Owner

Askyourself:

AmItherightpersontoownthis

orshouldthisbedelegatedtoastaffmember?

Guidanceneeded

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ActionPlanforExecutivesTakingaNewRole

7

P

r

e

v

e

n

t

e

i

t

F

i

x

3pillarsofchangefatiguemanagement

Idnfy

Equip

managerstoidentifyhotspots

points

Freeup

capacityfor

change

Rebuild

trustwith

openchange

conversations

Reengage

employees’

“whyforwork”

Source:Gartner

Educateworkforceonfatigue

Escalateturning

drivers

Normalizeproactive

ChangeFatigue

rest

Management

Build

psychological

safetyinto

teams

Employees

co-create

change

strategy

Opportunity4:Assesstheorganization’scapacityforchange

Hint:Diagnosethestateofthefunctionyou’retakingonanditscurrent

capabilitiesandcapacityforchange.

Yourneworganization’scurrentcapacityfor

changemayormaynotmatchyourambitions.Hencetheabilitytoaccuratelysensechangereadinessiscritical.

Quicklyidentifychangefatigueintheorganization,wherecapacitytochangehasbeenworndownbytoomanychanges.

Gartnerclients:Accessthefullresearch

here.

Talktousabout

becomingaGartnerclient.

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ActionPlanforExecutivesTakingaNewRole

8

Opportunity5:Focusonquickwins

Hint:Don’tjustthinkbig,butdothinkconnected.Impactisquicklydeliveredwhenexecutivesidentifycollective

quickwins.

Quickwinsshowclearvalueandareexecutedwiththehelpofyourdirectreports.

Toestablishcredibilityquickly,identifysmallprojectsboundedbyimpactandeffortthat

canhelpyoumakemeaningfulimprovementstotheorganization.

Pleaseusethismatrixtohelpidentifymeaningfulvalue-addedquickwins.

Gartnerclients:Accessthefullresearch

here.

Talktousabout

becomingaGartnerclient.

Projectprioritizationmatrix

High

Impact

Low

Source:Gartner

QuickWinsMajorProjects

Low-HangingFruitHygiene

High

Effort

Low

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ActionPlanforExecutivesTakingaNewRole

9

Highimpact

Remember:

1.Identifyshort-termprojectsthataddressstakeholderpainpoints.

2.Defineaprojectteamwithinthefunction,

andidentifyandappointrelevantstakeholderstospearheadtheproject.

3.Workwithyourdirectreportstoensureall

involvedstakeholdersarevisiblyaccountablefortheoutcomeofthisproject.

Typeinthefieldsbelowtocompletetheinteractivematrix.

Tool:Prioritizeyour3highest-valuequickwins

High-impact,low-effortinitiatives(topleftquadrantonquick-winmatrixonpage9)

1

2

3

Loweffort

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ActionPlanforExecutivesTakingaNewRole

10

Gartnertoolstoleverageduringyourtransition

fromnew-to-roletosuccessfulleader

Definetheleadershipvisionfor

yourrole

Useourdata-drivenactionableinsights

tounderstandyourstrategicpriorities

andbe