First-Time Leader: Foundational Tools for Inspiring and Enabling Your New Team -- Copyright -- Contents -- Acknowledgments -- Part I: Getting Started -- Chapter 1: Overview: Congratulations! It's Great to Be a Leader. You've Earned It. And Your New Job Is Going to Be a Wild Ride -- Part I: Getting Started -- Take Charge of Your New Team -- The BRAVE Leadership Success Framework: Behaviors, Relationships, Attitudes, Values, Environment -- Part II: Build Your BRAVE Leadership from the Outside In -- Environment: Get Clear on Your Mission and Fields of Action -- Values: Align Yourself and Your Team with the Organization's Mission, Vision, and Values-More or Less -- Attitude: Make Crucial Choices around your Team's Strategy, Posture, and Culture -- Relationships: The Heart of Leadership -- Behaviors: How You Get Things Done through Other People -- Part III: Leading Small, Medium, and Large Teams -- With Teams of Less Than 10 People, Adopt a Start-Up Mind-Set -- Lead Teams of 10 to 20 Like an Extended Family -- If You're Leading More Than 30 People, Hierarchy Is Your Friend -- Chapter 2: Take Charge of Your New Team -- Moving into Your First Leadership Role from Outside -- Risk Management on the Way to a New Role -- Tool 2.1: Onboarding Risk Assessment -- Environment-Where to Play -- Values-What Matters -- Attitude-How to Win -- Relationships-How to Connect -- Behaviors-What Impact -- Tool 2.2: BRAVE Onboarding -- Why Preparing in Advance Is Priceless: How MasterCard CEO Ajay Banga Planned Ahead for His New Leadership Role -- Actions to Take between Acceptance of a Job and the Start Date -- Powerful First Impressions: Michael Brune's Day 1 at the Sierra Club -- Owning Day 1 -- How to Plan Ahead for Day 1 -- Don't Lead until You Have Earned the Right to Lead in a New Job -- Must Converge and Evolve -- Must Choose to Pivot -- Must Time Your Pivot Right.

Three Things to Remember When Onboarding into a Smaller Organization -- Getting Promoted to Your First Leadership Role from Within -- Promoted from Within or Lateral Transfer -- Prepare in Advance -- Manage Right through the Interim -- Take Control of Your Own Transition -- Announcement Cascade Time Line -- "Presume Not That I Am the Thing I Was" -- Accelerate Progress after the Start -- Adjusting to a New Boss -- You Deserve It -- Summary: Take Charge of Your New Team -- Chapter 3: The BRAVE Leadership Success Framework: Behaviors, Relationships, Attitude, Values, Environment -- Behaviors: How You Get Things Done through Other People -- Relationships: The Heart of Leadership -- Attitude: Make Crucial Choices around Your Team's Strategy, Posture, and Culture -- Values: Align Yourself and Your Team with the Organization's Mission, Vision, and Values-More or Less -- Environment: Get Clear on Your Mission and Fields of Action -- Building up the BRAVE Leadership Framework from the Outside In -- Part II: Build Your BRAVE Leadership from the Outside In -- Chapter 4: Environment: Get Clear on Your Mission and Fields of Action -- Understand Context -- Business Environment: 5Cs Situation Assessment -- Tool 4.1: 5Cs Situation Analysis Guidelines -- Organizational History -- Recent Results -- Align around an Interpretation of the Situation Assessment -- SWOT -- Tool 4.2: SWOT -- Tool 4.3: Profit Pools -- Make Clear Choices around Where to Play and Where Not to Play -- Chalef/KnowledgeTree Example -- Where to Play in Practice -- Patrick/Proxima and Carticept Example -- Where It Matters and Where You Can Win -- Hussain/Imprivata Example -- Tool 4.4: Where to Play Choices -- Summary: Where to Play -- Chapter 5: Values: Align Yourself and Your Team with the Organization's Mission, Vision, and Values-More or Less -- The Secret of Happiness.

Link between Happiness and Purpose -- Mission -- Mission Tool -- Tool 5.1: Mission -- Vision -- Tool 5.2: Vision -- Dreaming -- Values -- Tool 5.3: Values -- Coherence -- Summary: What Matters -- Chapter 6: Attitude: Make Crucial Choices around Your Team's Strategy, Posture, and Culture -- Strategy -- Innovation Follow-Through-Richard Branson -- The Six-Step Strategic Planning Process -- Strategic Planning Summary -- Tool 6.1: Strategic Planning -- Tool 6.2: Business Plan Elements -- Posture -- For Whom? -- What? -- Who? -- With What? -- Where? -- When? -- Tool 6.3: Posture Mapping -- Culture -- Tool 6.4: Culture Assessment -- Summary: How to Win -- Chapter 7: Relationships: The Heart of Leadership -- Communication Frameworks -- Engagement: Compliant-Contributing-Committed -- Communication Levels: Emotional-Direct-Indirect -- Persuasion -- Self-Awareness -- The Red Cross's Charley Shimanski -- Business Presenting 101 -- Tool 7.1: Communication Planning -- How Leaders' Communication Styles Impact the Delivery of Results -- Tool 7.2: Writing Guidelines -- Meeting Management -- Tool 7.3: BRAVE Meeting Management -- Press Interviews -- Tool 7.4: Press Interview Management -- ADEPT People Management -- How to Hire Great People -- Define -- Develop a Strategy -- Prepare -- Tool 7.5: Recruitment Methods Analysis -- Tool 7.6: Recruiting Brief -- Tool 7.7: Job Requirement Checklist -- Source -- Tool 7.8: Candidate Sourcing -- Recruit -- Interview Candidates -- Tool 7.9: Interview Guide -- Assess -- Tool 7.10: Interview Debrief Form -- Tool 7.11: Reference Inquiry Authorization Form -- Tool 7.12: Reference Inquiry -- Bringing New Hires into the Team -- Prepare Your Own Message and Touch Point Plan -- Tool 7.13: Offer Closing Process -- Tool 7.14: Announcement Cascade -- Encourage and Enable Relationships -- Provide Help -- Tool 7.15: Accommodation Checklist.

Tool 7.16: Assimilation Checklist -- Tool 7.17: Acceleration Checklist -- Michael Moniz-Onboarding as a Crucible of Leadership -- Managing People Who Are Doing Well-and Not So Well -- Develop (the D in ADEPT People Management) -- Tool 7.18: Career Planning -- Tool 7.19: Development Plan -- Encourage (the E in ADEPT People Management) -- Tool 7.20: SMART Goals -- Tool 7.21: Team Charter -- People Management -- Tool 7.22: People Management Tools -- Managing Behavior -- Tool 7.23: Managing Behavior -- Case Study: Building Communication Satellites -- Performance Assessment -- Tool 7.24: Performance Assessment -- Plan (The P in ADEPT People Management) -- Tool 7.25: Succession Planning -- A Framework for Turning Individuals' Strengths into Team Synergies -- Transition (The T in ADEPT People Management) -- Summary: How to Connect -- Chapter 8: Behaviors: How You Get Things Done through Other People -- Delegating, Innovating, and Negotiating -- Delegating -- Innovating -- Tool 8.1: Innovation Guidelines -- Negotiating -- Tool 8.2: Negotiating -- Sales and Marketing -- Purchase Funnel Tool and Discussion -- Tool 8.3: Purchase Funnel -- Strategic Selling -- Tool 8.4: Strategic Selling -- BRAVE Creative Briefs -- Tool 8.5: BRAVE Creative Brief -- Operating Processes -- Senior Management Trips -- Tool 8.6: Senior Management Trip Planning -- Milestone Management -- Tool 8.7: Milestone Management -- Quarterly Cadence Framework -- Tool 8.8: Quarterly Cadence -- BRAVE Crisis Management -- Prepare in Advance -- React to Events -- Bridge the Gaps -- Crisis Management Summary -- Tool 8.9: Crisis Management 100-Hour Action Plan -- Planning Your Future When the Future You Had Planned Goes Awry-Rick Eno, Metabolix -- Summary: What Impact -- Part III: Leading Small, Medium, and Large Teams -- Chapter 9: With Teams of Less Than 10 People, Adopt a Start-Up Mind-Set.

Why the Way You Lead Today Is Going to Be Inadequate Tomorrow -- With Teams of Less Than 10 People, Adopt a Start-Up Mind-Set -- Lead Teams of 10 to 20 Like an Extended Family -- If You're Leading More Than 30 People, Hierarchy Is Your Friend -- Solve a Problem Shared by Many -- Assemble a Team of Like-Minded Individuals with Diverse Strengths -- Lessons from "The Animal School" Fable in Leveraging Strengths -- Lock in Values -- Innovate by Experimenting -- Make Early Sales -- Get Leverage with External Partners -- Open Communication -- Know Every Employee -- Draw Some Lines -- Why Overnight Start-up Success is a Myth -- Have a Better Idea -- Position Better -- Resource Better -- Work Harder over Time -- Summary: Start with Environment and Values -- Chapter 10: Lead Teams of 10 to 20 Like an Extended Family -- What Matters -- How to Win -- Managing the Evolution of Your Start-Up's Corporate Culture -- Why Culture Matters Today -- The Building Blocks of the Vocus Culture -- Sustaining and Building Culture -- Team Expansion -- People Management and Operating Practices -- Feedback -- Summary: Evolve Attitude -- Chapter 11: If You're Leading More Than 30 People, Hierarchy Is Your Friend -- Work on the Organization -- Enabling Practices -- Embedding Operational Practices -- Platform for Change -- Envisioned Future State -- Call to Action -- Vision and Values -- Summary: Team Evolution -- Notes -- References -- About the Authors -- Index.