Describing what they term the 'quick wins paradox', the authors explain how many leaders taking on new roles attempt to prove themselves as soon as possible by seeking "quick wins - fresh, visible contributions to the business".
However, in the process, they can fall into traps that undermine or negate the benefit of their achievements.
A study of over 5,400 leaders found that five behaviours were exhibited by those overly concerned with achieving quick wins. These were:
* Focusing too much on details
* Reacting negatively to criticism
* Intimidating others
* Jumping to conclusions
* Micromanaging their direct reports
To guard against the quick win paradox, the authors recommend concentrating on collective quick wins.
"If you are a manager making the transition to a leadership role," they explain, "quick wins should not be about your personal scoreboard or pet projects but about your management of a group of individuals. A focus on collective quick wins ensures that your work as a leader is a success."