FRAMED TO FAIL Larry Stybel STYBEL PEABODY. NO NEED TO TAKE NOTES.
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Transcript of FRAMED TO FAIL Larry Stybel STYBEL PEABODY. NO NEED TO TAKE NOTES.
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FRAMED TO FAIL
Larry Stybel
STYBEL PEABODY
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NO NEED TO TAKE NOTES
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THE SENIOR EXECUTIVE ASSIGNMENT CYCLE
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SYMMETRICALVS
ASYMMETRICAL ASSIGNMENT CYCLES
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FRAMED TO FAIL SYNDROME
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THE GOING IN MANDATE:
articulation and re-negotiation
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GOING IN MANDATE
• What needs to be changed?• What needs to be preserved?• What needs to be avoided at all costs?• What decisions can I make without
consulting my boss?• What decisions require consultation with
my boss?• What things should the boss decide?
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THE LONE RANGER:
the case of the CFO/Chief Change Officer and the Golf
Game in Naples.
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DON’T TACKLE THE MOST IMPORTANT PROBLEMS FIRST:gays in the military
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RE-NEGOTIATE THE ‘GOING-IN
MANDATE”
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PROVIDE SUBORDINATES WITH
“HOW TO MANAGE ME: AN OPERATORS’
GUIDE.”
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OPERATOR GUIDE STRUCTURE
•Do
•Permission
•Stop
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AFTER YOU HAVE PREPARED AN
OPERATORS GUIDE FOR YOUR DIRECT REPORTS,
ASK YOUR BOSS TO PREPARE ONE FOR YOU.
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SUMMARY
• The Senior Executive Assignment Cycle Exists.
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SUMMARY
• The Senior Executive Assignment Cycle Exists.
• Cycles can be Symmetrical or Asymmetrical.
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SUMMARY
• The Senior Executive Assignment Cycle Exists.
• Cycles can be Symmetrical or Asymmetrical.
• The Going-In Mandate: get it clear and then re-negotiate it within 15 days.
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SUMMARY
• Changes Comes in Waves of Three
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SUMMARY
• Avoid the Lone Ranger Syndrome
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SUMMARY
• Create an Operators Manual for Your Subordinates
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SUMMARY
• Ask Boss to Create an Operators Manual for You.
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SUMMARY
• Spending the Time to Negotiate Termination Benefits on your Entry is More Important than Negotiating Benefits Upon Your Exit.
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THANK YOU