July 21, 2024
Search
Close this search box.
Search
Close this search box.
July 21, 2024
Search
Close this search box.

Linking Northern and Central NJ, Bronx, Manhattan, Westchester and CT

Transitioning to a Leadership Role

Reviewing: “Becoming the New Boss: The New Leader’s Guide to Sustained Success,” by Rabbi Naphtali Hoff, PsyD. Indie Books International. Paperback, 234 pages. 2017. ISBN-10: 1941870945.

Consider the following common scenario. After years of hard work and honing your professional skills, you are promoted to a position of leadership. You’re all raring to go, but lack a real awareness of what it means to shift from being led to becoming the new boss. And you need to figure it out quickly before you lose equity and quite possibly your job.

While many people aspire to positions of leadership, the reality is that becoming the boss can be far more challenging than we might think. Statistics for new leaders, particularly those at the very top, can be dreadful. A recent study by the Center for Creative Leadership suggests that nearly 40 percent of new chief executives fail outright within their first 18 months on the job. An even higher percentage fails to live up to the expectations of those who hired them.

So what can new executives do to ensure that they’re not another statistic? Moreover, what steps should they take to help them enjoy a lasting, productive and fulfilling leadership experience?

These are some of the questions that Jewish Link contributor Rabbi Naphtali Hoff, PsyD, an executive coach and former head of school, addresses in his new book, “Becoming the New Boss: The New Leader’s Guide to Sustained Success.”

“As a former new leader,” Hoff says, “I can personally attest to the many challenges that new leaders face. My goal in writing the book is to help new leaders achieve immediate success and enjoy a long, fruitful tenure in their positions.”

To whom does Hoff specifically refer when he speaks of “new” leaders? “In this book,” he says, “I use the term broadly. ‘New’ denotes anyone that is assuming a different leadership role than what he has held until now. This includes those that have received an internal promotion, leaders who landed a new leadership gig in a different company and even includes those who are working with a new team in the same firm due to a merger or acquisition. Each situation presents its own distinct set of opportunities and challenges, and leaders would do well to be mindful of those as they begin to navigate in their new space.”

Using a combination of best-practice research, leadership stories and personal anecdotes, Hoff explores some of the most important issues that new leaders grapple with. These include:

To achieve such relationships, Hoff advocates such tactics as becoming more open to feedback, taking positive action with that feedback and getting out there in the workplace. At the same time, he cautions against the chummy, blurred-lines relationships that can weaken your authority. This is particularly true for those who have risen within the ranks of their own organization and have many existing relationships with former peers.

Section 6 is all about change management. It addresses critical questions that we all think about, such as when is the right time for change initiatives and how should they be approached to best ensure their success while keeping the temperature low?

To learn more and to order your copy, visit BecomingtheNewBoss.com. The book is also available on Amazon, BN.com or other fine online book retailers. Questions or bulk orders: Email [email protected].

 

Leave a Comment

Most Popular Articles