1. Ch5: Negotiate Success
   1. Working relation with boss
      1. Don'ts
         1. Don't trash the past
         2. Don't stay away
         3. Don't surprise your boss
         4. Don't go to the boss with only problems
         5. Don't run down your checklist
            1. Instead go to him when you need help and explain what you are trying to do.
         6. Don't try to change the boss
            1. Work with Boss' idiosyncracies
      2. Do's
         1. Take 100% responsibility to make the relation work
         2. Establish mutual expectations early and often
         3. Negotiate timelines for diagnosis and action planning
         4. Aim for early wins
         5. Pursue good marks from those whose opinions your boss values.
   2. 5 conversations
      1. Situation diagnosis conversation
         1. Matching support to situation
            1. start-up
            2. Help getting resources quickly
            3. clear measurable goals
            4. Guidance at strategic breakpoints
            5. Help staying focused
            6. Turnaround
            7. Same as start-ups plus
            8. making and implementing tough personnel calls
            9. support for changing or correcting the ext img of org and ppl
            10. help cutting deeply enough and early enough
            11. realignment
            12. same as start-ups plus
            13. help making the case for change, esp if you are coming from outside the org
            14. sustaining successes
            15. constant reality testing: sure this is not realignment
            16. support for playing good defense and avoiding mistakes that dmg the biz
            17. help finding ways to take the biz to new level
      2. Expectations conversation
         1. matching expectation to situation
            1. aim for early wins in areas imp to boss
            2. identify the untouchables
            3. educate your boss
            4. shape boss perception of what you can / should achieve
            5. underpromise and over-deliver
            6. clarify over and over
            7. Working with multiple bosses
            8. working at a distance
      3. Style conversation
         1. diagnose your boss' style
         2. scope out the dimensions of your box
            1. define the boundaries of the decision-making 'box'
         3. Adapt to your boss' style
         4. Address the difficult issues
      4. Resources conversation
      5. Personal development conversation
   3. Defining Expectations
   4. Diagnosis of situation
   5. Figuring out how to work together
   6. Negotiate for resources
   7. Putting together your 90 day plan
2. Ch6: Achieve alignment
   1. Higher you go, more you take on role of organizational architect
   2. Designing org architecture
      1. 5 elements
         1. Strategy
         2. Structure
         3. systems
         4. skills
         5. culture
   3. Identifying mis-alignments
      1. skills and strategy misalignment
      2. systems and strategy misalignment
      3. structure and systems misalignment
   4. Avoiding some common traps
      1. Trying to restructure your way out of deeper problems
      2. understand if restructuring will address root cause of the problem
      3. creating complex structures
      4. automating problem processes
      5. making changes for change's sake
      6. overestimating your group's capacity to absorb strategic shifts
   5. Getting started
      1. Start with strategy
      2. Look at supporting structure, systems and skills
      3. decide how n when u will introduce new strategy
      4. reshape structure, systems and skills simultaneously
         1. : Because they are tightly linked with each other
      5. Close the loop
   6. Crafting strategy
      1. keep in mind
         1. Customers
         2. Capital
         3. Capabilities
         4. Commitments
      2. Assessing coherence
      3. Assessing adequacy
         1. 3 approaches
            1. ask probing questions
            2. Use SWOT method
            3. Probe history of strategy's creation
      4. Assessing implementation
   7. Modifying strategy
   8. Shaping your groups structure
      1. Consists of
         1. Units
         2. Decision rights
         3. performance measurement and rewards system
         4. reporting relationships and info sharing mechanisms
      2. Assessing structure
      3. Grappling with trade-offs
         1. team's knowledgebase too broad or narrow
         2. employee's decision making scope is too narrow or broad
         3. employees are inappropriately rewarded.
         4. reporting relationships lead to compartmentalization or diffusion of accountability
   9. aligning key systems / processes
      1. doing process analysis
      2. aligning systems with structures
         1. efficiency and effectiveness of processes
            1. productivity
            2. timeliness
            3. reliability
            4. quality
      3. Improving core processes
         1. Process maps
         2. find bottlenecks and problem interfaces
   10. devloping your group's skills base
       1. 4 types of knowledge
          1. Individual expertise
          2. relational knowledge
             1. how to work together
          3. embedded knowledge
             1. core technologies
          4. meta knowledge
       2. identifying gaps and resources
          1. Find what skills are most required for strategy
          2. find what successful people have done and if those skills can be taught to others
   11. Understanding your group's culture
       1. find assumptions about
          1. what powers they have
          2. what is percieved as value
       2. initiating culture change
          1. change performance measures and incentives
          2. set up pilot projects
             1. Let emps experiment with new tools and behaviors
             2. Bring in new ppl
             3. Promote collective learning
             4. Engage in collective visioning
3. Ch7: Build your team
   1. Avoiding common traps
      1. Keeping the existing team too long
      2. not repairing the airplane
         1. unless start-up you do not get to build team from scratch
         2. make necessary repairs, but also do not crash the plane
      3. Not working org alignment and team restructuring issues in parallel
      4. Not holding onto the good people
      5. Undertaking team buiding before the core team is in place
      6. Making implementation-dependent decisions too early
      7. trying to do it all yourself
         1. find out appropriate counsel
            1. May be an HR
   2. Assessing your existing team
      1. Establish your criteria
         1. evaluate on 6 criteria
            1. competence
            2. judgment
            3. energy
            4. focus
            5. relationships
            6. trust
         2. Assign relative weights to these critieria
         3. find threshold issues
      2. factor in the situation
      3. Assess your people
         1. One-on-one
            1. prepare for each meeting
            2. ask probing questions
            3. Look for verbal and non-verbal clues
      4. test their judgment
         1. Know that judgment is different from tech competence
         2. Do they make sound predictions
         3. Do they develop good strategies for avoiding problems
      5. evaluate key functional people
         1. get a handle on your ppls competence in diff areas
      6. assess the team as a 'whole'
         1. study the data
            1. reports and team meeting minutes
         2. systematically ask questions
            1. ask same questions to the team that you asked individuals
            2. find out if the answers are consistent
         3. probe group dynamics
   3. Restructuring your team
      1. Put your ppl in categories
         1. keep in place
         2. keep and develop
         3. move to another position
         4. observe for a while
         5. replace (low priority)
         6. replace (high priority)
      2. consider alternatives to outright termination
         1. move them laterally
         2. move the person elsewhere in the org
         3. develop back-ups
         4. treat people respectfully
   4. aligning goals, incentives and measures
      1. designing incentive systems
         1. push tools
            1. incentives
            2. reporting system
            3. planning processes
            4. procedures
            5. mission statement
         2. pull tools
            1. shared vision
            2. teamwork
         3. incentive equation
            1. total reward = non-monetory reward + monetary reward
            2. monetary reward = fixed compensation + perf based compensation
            3. perf based compensation = individual perf based compensation + group perf based compensation
            4. weight of individual vs group depends on each's contribution to success
   5. Establishing new team processes
      1. assess your teams existing processes
         1. how they handle meetings
         2. how they handle conflicts
         3. how they divide responsibilities and tasks
         4. Probe for answers to
            1. participant's roles
            2. team meetings
            3. decision making
            4. leadership style
         5. target processes for change
         6. altering who participates
         7. manage decision making
            1. types
            2. unilateral
            3. consult and decide
            4. build consensus
            5. unanimous
            6. thumb rules
            7. highly divisive (creating winners and losers)
            8. use consult-and-decide
            9. Requires energetic support
            10. build consensus process
            11. relatively inexperienced team
            12. use consult-and-decide
            13. need to establish authority (like former peers)
            14. use consult-and-decide
4. Ch8: Create coalitions
   1. mapping the influence landscape
      1. you don't want to introduce to your neighbors in middle of night when your house is burning down.
      2. invest thought and energy in building a new base and start early
      3. identify the key players
         1. identify key interfaces b/w your unit and others
         2. get your boss to connect you
            1. req a list of people who you should connect to
         3. diagnose informal networks of influence or 'shadow org'
            1. see who holds power... usual sources of power are
            2. expertise
            3. access to information
            4. status
            5. control of resources such as budget / rewards
            6. personal loyalty
         4. draw an influence map
         5. identify supporters, opponents and convincibles
      4. Using the tools of persuasion
         1. Shaping perceptions of choices
            1. compensate potential losers to make change more palatable
            2. eliminate the status quo as an alternative
         2. framing compelling arguments
            1. Core values
            2. loyalty
            3. commitment to an ideal
            4. sacrifice to realize that ideal
            5. commitment and contrib
            6. service to customers and suppliers
            7. creating a better org, society or world
            8. individual woth and dignity
            9. respect for the individual expressed as elimination of exploitative or patronizing practises and promotion of decency and opportunity for all
            10. providing the means for individuals to realize their potential
            11. Integrity
            12. respect for the letter and the spirit of the law
            13. ethical and honest behavior
            14. fairness in all interactions
            15. appealing to core values
         3. setting up action-forcing events
            1. meetings, reviews, deadlines
            2. regular meeting to review progress
            3. tough questioning
            4. increase psychological press to follow-through
            5. careful! only up to the point that it is tipping your way
         4. employing entanglement
            1. strategies like
            2. series of small steps instead of a big leap
            3. leverage small commitments into larger ones
            4. works because each step creates a new psychological reference point for deciding whether to take next small step.
            5. Try to make each step irreversible
            6. Multi-step approach to problem solving
            7. 1. get people to take part in shared data collection
            8. 2. shift focus to 'what is the real problem'
            9. 3. get them to work jointly on criteria for evaluating alternative courses of action
            10. Use behavior change to drive attitude change
            11. for e.g. change the measurement and incentive systems. Right attitudes will follow right behaviors
         5. sequencing to build momentum
            1. the order in which you approach potential allies
            2. builds virtuous cycle
            3. Who to approach first?
            4. focus on
            5. people with whom you already have supportive relationships
            6. individuals whose interests are strongly compatible with yours
            7. people who have the critical resources you need to make your agenda succeed
            8. people with important connections who can recruit more supporters
   2. trap of thinking authority is enough
   3. identifying whose support is critical
   4. mapping networks of influence and patterns of deference
   5. altering perceptions of interests and alternatives
5. Ch9: Keep your balance
   1. Taking stock
      1. Am I very busy but not finding time for most imp things I ought to be doing
      2. Am I doing things I should not be doing at the request of others (boss, direct reports etc)
      3. Am I frustrated that I cannot get things done the way I want them to be done
      4. Do I feel isolated in the org
      5. Does my judgment seem off these days?
      6. Am I avoiding making tough decisions on key issues (e.g. personnel)
      7. Do I have less energy for work than I usually do?
   2. Avoid vicious cycles
      1. Riding off in all directions
         1. vicious cycle of fire-fighting
      2. Undefended boundaries
         1. Establish solid boundaries of what you are or are not willing to do
      3. Brittleness
         1. If you realize it was wrong, admit it
      4. Isolation
         1. take time to make the right connections
      5. biased judgment
         1. overcommitment to a failing course of action because of ego and credibility
         2. confirmation bias
            1. tendency to focus on info that confirms your beliefs
         3. self-serving illusions
            1. tendency for your personal stake in a situation to cloud your judgment
         4. optimistic over-confidence
            1. underestimation of difficulties associated with your preferred course of action
         5. work avoidance
            1. tendency to avoid taking bull by the horns
         6. going over the top
            1. Yerkes-Dodson curve - enough stress for optimum performance
            2. But too much and it burns you out
   3. 3 pillars of self-efficacy
      1. 1. Adopting success strategies
         1. Think about the challenges and revise the 90-days book
            1. Promote yourself
            2. Accelerate your learning
            3. Match strategy to situation
            4. Secure early wins
            5. Negotiate success
            6. achieve alignment
            7. Build your team
            8. Create coalitions
      2. 2. Enforcing Personal Disciplines
         1. Plan to plan
            1. devote time daily and weekly to a plan-work-evaluate cycle.
            2. make it a habit
         2. Judiciously defer commitment
            1. Say 'Let me think about it and get back to you', when you are asked to do something
            2. Or say "if you have to have it now, I will have to say no, But if you can wait, I will give it more thought"
         3. Set aside time for hard work
            1. To complete 'real' work, Put it on your calendar
            2. shut out the world
            3. focus, focus, focus
         4. Go to the balcony
            1. Don't get caught up in the emotional dimension of difficult situation.
            2. Practice it
         5. Focus on progress
            1. People often go along with things they are not completely happy about, if they perceive the process as fair
            2. Focus on influence process design if you find yourself alienating others on implementation of good ideas.
         6. Check in with YOURSELF
            1. Structured reflection
            2. What do you feel so far
            3. excited? if not, why not? what can you do abt it?
            4. confident? if not, why not? what can you do abt it?
            5. in control of your success? if not, why not? what can you do abt it?
            6. what has bothered you so far?
            7. with whom have you failed to connect? why?
            8. Of the meetings you have attended, which has been the most troubling? why?
            9. Of all that you have seen or heard, what has disturbed you the most? why?
            10. what has gone well or poorly?
            11. which interactions would you handle differently if you could? which exceeded your expectations? why?
            12. which of your decisions have turned out particularly well? not so well? why?
            13. What missed opportunities do you regret the most? was a better result blocked primarily by you or by something beyond your control?
         7. Recognize when to quit
            1. take a break of whatever sort of refreshes you
      3. 3. Building your support systems
         1. Assert control locally
            1. develop routines
            2. set-up office etc
         2. stabilize the home front
            1. avoid fighting on too many fronts
            2. Keep family and work in balance
            3. family transition
            4. analyze your family's existing support system
            5. Get your spouse back on track
            6. time the family move carefully
            7. Preserve the familiar
            8. invest in cultural familiarization
            9. tap into your company's relocation service, if it has one, as soon as possible.
         3. Build your advice-and-counsel network
            1. 3 types of advice givers
            2. technical advisers
            3. cultural interpreters
            4. political counselors
            5. Qualities of support network
            6. right mix of tech advisers, cultural interpreters and political counselors
            7. right mix of internal and external advice givers
            8. External supporters who are loyal to you as an individual, not to your new org or unit.
            9. long standing colleagues and friends
            10. Internal advisers who are trustworthy, whose personal agendas do not conflict with yours and who offer straight and accurate advice.
            11. representatives of key constituencies who can help you understand their perspectives. You don't want to restrict yourself to one or two points of view