To get a better understanding of the components of successful transitional leadership, it is helpful to examine and understand its counterparty - failure.
Kelvin Gillen
Senior Manager with Pinnacle Project Partners and over the last 15 years have worked as a Project / Programme Manager, primarily within the Financial Services Sector here in Ireland, but also with clients in the UK, Holland, the US and New Zealand. I have worked on a number of significant large scale projects – ranging from process improvement & automation initiatives, to more traditional solution design & implementation projects. PMP™ certified and holder of a MBA (First Class Honours) from UCD Michael Smurfit Graduate Business School. Looking for outlet to share idea's / thoughts - particularly in the leadership space – and continue learning!
Posts by kelvingillen:
First 100 Days: A Practitioners Approach
by on February 24th, 2010
17 Comments »
There are a relatively consistent set of actions that leaders follow when transitioning into new roles and while they might not all be used in every situation...
What would you do in your first 100 days?
by on February 15th, 2010
4 Comments »
In a recent interview with MLab, Eric Schmit (CEO of Google) was asked to imagine taking over a more ‘traditional’ [...]
Why are the first 100 days so important?
by on February 3rd, 2010
6 Comments »
The first 100 days in a new role are important for many reasons, they are periods of great opportunity but also risk, actions or decisions taken in this period can have far reaching consequences, they establish a foundation...
The First 100 Days
by on January 25th, 2010
11 Comments »
Every leader faces a succession of leadership transitions as they develop and grow their career, a leader’s performance during this transition phase is vital. What steps should a leader take during this time to ensure longer-term success in their new role?
What is the shortest word in the English language that contains the letters: abcdef? Part II
by on January 14th, 2010
5 Comments »
In order to actually take feedback onboard, as opposed to just listen to it, it generally involves change of some description - this makes it less of a technical problem (applying the knowledge/skillset we already have) and more of an adaptive challeng...
What is the shortest word in the English language that contains the letters: abcdef?
by on December 28th, 2009
3 Comments »
Why are we so afraid of feedback? What happens if these fears are left unaddressed?
How to build your Authenticity - Part II
by on December 11th, 2009
6 Comments »
Getting to know others better and Connecting to the Organisation context better are the other aspects of one framework to help build and manage one’s authenticity and I’ll try and cover these off with a slight homage to Depeche Mode, given that they’re in town tonight
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