The first six months or so of a new senior executive′s appointment are crucial to his or her success. Two contrasting case studies are presented, one of an executive who acted too hastily, and one who deferred action for too long. There is no right or wrong way for a new executive to act, it is argued, so success will be based on a thorough understanding of the brief, and the culture in the organisation to which the executive has been appointed. The author draws attention to the crucial “expectation window”, during which time the executive must demonstrate results.
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