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You're in Charge – Now What?

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You're in Charge – Now What?

The 8-Point Plan


15 min read
10 take-aways
Audio & text

What's inside?

Being a new CEO is like being a new U.S. president – your first 100 days can make or break your administration.

Editorial Rating



  • Applicable


The immediate task for CEOs who land a dream job is making sure it doesn’t turn into a nightmare. Authors Thomas J. Neff and James M. Citrin provide a marvelous "executive how-to kit" that draws on their extensive management and consulting experience. They explain everything you need to know about getting off to an excellent start now that you’re ensconced in the corner office. While the book is targeted to CEOs, it applies to anyone stepping up to a higher level of leadership. Taking over a new role often means enduring what AOL’s Jon Miller describes as a "temporary state of incompetence." Even if your promotion becomes a trial by fire, getAbstract believes this book will help you direct the flames and propel your organization to new heights of achievement.


The Oath of Office

When Franklin Delano Roosevelt first assumed his duties as president in March 1933, he took the helm of a nation in crisis. He didn’t have the luxury of a honeymoon period. The Great Depression was in full swing and practically every bank in the country was closed. About 25% of U.S. workers were unemployed, and democracy itself was at a crossroads. He began his presidency with the inaugural declaration: "We have nothing to fear but fear itself."

As historian James M. Schlesinger Jr. describes it, Roosevelt responded with a burst of activity in his first 100 days: "Roosevelt sent 15 messages to Congress, guided 15 major laws to enactment, delivered 10 speeches, held press conferences and cabinet meetings twice a week, conducted talks with foreign heads of state, sponsored an international conference, made all the major decisions in domestic and foreign policy, and never displayed fright or panic and rarely even bad temper."

Roosevelt’s decisive actions during the early days of his administration provide a model for the new leader. As the leader of your organization, you must lace up your tennis shoes and get ready to run the race. The pace...

About the Authors

Thomas J. Neff led the CEO and Board of Directors Practice of Spencer Stuart U.S., and currently serves as its chairman. James M. Citrin leads Spencer Stuart’s Global Technology, Communications, and Media Practice. He wrote Zoom. Both writers also co-authored Lessons from the Top.

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