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vision
  Developing a network for achieving the goals
  Organizing and staffing—establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation
  Aligning people—communicating the direction by words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies, and accept their validity
  Execution
  Controlling and problem solving—monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems
  Motivating and inspiring—energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs
  Outcomes
  Produces a degree of predictability and order and has the potential of consistently producing key results expected by various stakeholders (e.g., for customers—always being on time; for stockholders—being on budget)
  Produces change, often to a dramatic degree, and has the potential of producing extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive)
    Source: Kotter, John P., A Force for Change, Free Press, 1990.
    Of course, leadership and management are not mutually exclusive. Managers frequently have to show leadership in their roles, and leaders must have some management skills to ensure that their visions are realized. While there is an incredible volume of resources to help people become leaders, there are those for whom leadership comes naturally. Even at an early age some people show great capacity for leadership. Think about your own childhood: In all likelihood one of your friends (possibly even you) was the one the others followed (sometimes into trouble) and looked to—perhaps to decide how to spend a free day, resolve a dispute, or find the way out of a jam.
    1.6 Starting Your New Job
    Taking on new responsibility is always a little scary, but if your company promotes you to a manager’s role, you can take comfort in the familiar surroundings. You know the staff, you know the organization, you know the technical environment, and you know how things operate. Nonetheless, you have new sets of responsibilities, new expectations, and your relationships with others will change.
    Changing companies and changing jobs, though, is a whole different animal. It immerses you in unfamiliar surroundings. Aside from the people who interviewed you, the only familiar things may be the technology products being used (and even some of those may not be too familiar).
    As you first get settled, your boss will be looking for signs to confirm to him that he promoted or hired the right person. And you’ll be trying to determine if you made the right decision in your career path. Whether your new job is at a new company or not, it’s vital to start things properly.
    The First Day
    Even if you went through an extensive interview process, you probably spent less than eight hours talking with people at your new company, and most of that time was spent for them to learn about you . There was only a limited opportunity for you to learn about them . You’re hoping that your gut instinct about the company and its people have led you to the right choice. Your boss is hoping that the person he met on the interview, and to whom he extended the offer, is the same person who shows up for work.
    Don’t be nervous. The first day in a new position isn’t all that different from the first day at a new school and trying to figure out the lay of the land. (Remember the tension of those days?) You’ve got every reason to be nervous, but keep it to yourself. You want to demonstrate