FRAMED TO FAIL

Larry Stybel

STYBEL PEABODY

NO NEED TO TAKE NOTES

THE SENIOR EXECUTIVE ASSIGNMENT CYCLE

SYMMETRICALVS

ASYMMETRICAL ASSIGNMENT CYCLES

FRAMED TO FAIL SYNDROME

THE GOING IN MANDATE:

articulation and re-negotiation

GOING IN MANDATE

• What needs to be changed?• What needs to be preserved?• What needs to be avoided at all costs?• What decisions can I make without

consulting my boss?• What decisions require consultation with

my boss?• What things should the boss decide?

THE LONE RANGER:

the case of the CFO/Chief Change Officer and the Golf

Game in Naples.

DON’T TACKLE THE MOST IMPORTANT PROBLEMS FIRST:gays in the military

RE-NEGOTIATE THE ‘GOING-IN

MANDATE”

PROVIDE SUBORDINATES WITH

“HOW TO MANAGE ME: AN OPERATORS’

GUIDE.”

OPERATOR GUIDE STRUCTURE

•Do

•Permission

•Stop

AFTER YOU HAVE PREPARED AN

OPERATORS GUIDE FOR YOUR DIRECT REPORTS,

ASK YOUR BOSS TO PREPARE ONE FOR YOU.

SUMMARY

• The Senior Executive Assignment Cycle Exists.

SUMMARY

• The Senior Executive Assignment Cycle Exists.

• Cycles can be Symmetrical or Asymmetrical.

SUMMARY

• The Senior Executive Assignment Cycle Exists.

• Cycles can be Symmetrical or Asymmetrical.

• The Going-In Mandate: get it clear and then re-negotiate it within 15 days.

SUMMARY

• Changes Comes in Waves of Three

SUMMARY

• Avoid the Lone Ranger Syndrome

SUMMARY

• Create an Operators Manual for Your Subordinates

SUMMARY

• Ask Boss to Create an Operators Manual for You.

SUMMARY

• Spending the Time to Negotiate Termination Benefits on your Entry is More Important than Negotiating Benefits Upon Your Exit.

THANK YOU