Q&A with the Authors

Tom Neff and Jim Citrin, co-authors of You're in Charge — Now What?, share their thoughts on the rationale behind the book and the main lessons they hope executives take away.

What is the objective of You’re in Charge — Now What?

Tom Neff: We aim to provide leaders — at all levels — with the tools with which to build their own agenda and plan so that they are mentally, emotionally and physically prepared for the crucial first 100 days in a new role.

What led to the realization that the business world could benefit from such a book?

Jim Citrin: Until now, there has been no true road map that executives can look to at the time of a job transition. In fact, for too long, the first 100 days have often been conducted as a sprint — the end of which signals the end of the race. In actuality, the first 100 days are simply the first stage in what is really a marathon and that, to last the distance, leaders need to channel the adrenalin and tenacity of the first 100 days in such a way that they have the endurance to last the course.

TN: To make this “marathon” more achievable, we developed the 8-point plan — a series of steps that new leaders can follow in order to get off to the right start and maximize their chances of long-term success.

How relevant is the book to executives who have not yet reached the top level but have set their sights on the CEO role?

JC: Every CEO and every manager — every professional really — is going to have many first 100 days during which they will have to prove their credibility again and again. You’re in Charge — Now What? is for anyone who is in a management position and leading others, as well as for up-and-coming leaders.

TN: And although we concentrate on the first 100 days for executives moving into the top leadership position, that of CEO, the elements of the 8-point plan apply equally to anyone changing roles. The book also has value for those being managed, as it gives an insight into the issues managers face and why some leaders excel where others fail.

How easy — or difficult — was it to get leaders to contribute to the book?

JC: At Spencer Stuart, we work daily with senior business leaders across the world on a range of leadership issues, not only helping them build senior executive teams but also their own careers. Writing the book was a continuation of this work and stemmed from the realization that people at all levels could benefit from some of the things we have learned over the years in working with the world’s leading business executives. All the leaders we approached in our research for the book were happy to meet with us and contribute to the book. I can’t recall a single executive who we asked to meet with us who didn’t cooperate.

What is the biggest mistake new CEOs and other managers make?

TN: They fail to align their expectations with reality. New leaders are under enormous pressure from the word go to prove that they were the right choice for the top position. In trying to prove themselves they may set targets that are too ambitious in an effort to get the market and the company behind them. Failure to meet these targets then leads to a self-perpetuating cycle in which the leader makes promises that simply cannot be kept because the targets are unrealistic. This cycle of over-promising and under-delivering inevitably ends in the CEO being ousted.

What is the single most important lesson you hope readers take away from the book?

JC: That preparation is crucial. Just as an athlete wouldn’t expect to be able to compete at the highest level without training, new leaders should realize that they need to be prepared for leadership and that neglecting to do this is a sure route to failure. Preparation goes beyond learning about the company, the market and the sector, it includes learning about the culture and making sure that you are fit enough physically, as well as mentally, for the challenges that lie ahead.