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The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter
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The world's most trusted guide for leaders in transition.
Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.
In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions - no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today's increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.
By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You'll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.
Whether you're starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.
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Audible Audiobook
Listening Length: 6 hours and 58 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Gildan Media, LLC
Audible.com Release Date: April 23, 2013
Language: English, English
ASIN: B00CH7FE1O
Amazon Best Sellers Rank:
I bought this book to read with my mentor. I was about to start a new role, and thought that it would be helpful. There are sections of this book that work for everyone, but the majority of it is aimed at corporate america. If you work for a non-profit or the government (where things happen slower), this is probably not the book for you.
This is a really useful book filled with sage advice for anyone assuming a leadership position, particularly as a former outsider to the organization. It's filled with reminders that you don't walk in with "the answer," that instead winning the trust and respect of your cohorts is a learning process that you should begin with great intensity. The first half of the book relates directly to someone who is assuming a management role, the next quarter of the book is about what to do as a new employee serving under a boss or bosses (perhaps as a mid-level manager). The last bit of the book gives a brief introduction to strategic thinking and the book concludes with questions to ask yourself (and your family) in evaluating your transition. It is applicable to any firm, church, non-profit, and even (mostly) the government.Here's a summary of the points I gleaned: - Establish your integrity in first 30 days. - Learn all you can about the organization, put on your "historian" hat. - Don't suggest changes without examining what has been done previously. - Silence is not accession. - Meet with everyone in the organization to evaluate their expectations. Ask them what they think you should focus on. - Ask same questions of all so no one treated different and you have a cross-section. - Look for "early wins," low-hanging fruit of improvements you can make or other things to boost morale.Dealing with your boss in the first 30 days: - Be proactive, assume it's on your shoulders to build the relationship and get the support you need. - Schedule meetings to discuss expectations, evaluations, and personal development. - Figure out what would give your boss "early wins." Make his priorities your priorities. - Be proactive in doing things that will allow your boss to hear from people he trusts that you're a good worker. - Don't bring your boss bad news early, at least without bringing good news too. - Don't assume he will change. He has a style, foibles, accept them and work around then and move on. You can learn a lot from a bad boss, and you will likely have many. - Examine how others relate to your boss and how he responds.Strategy - Begin figuring out who you need to move off your team immediately, whose roles need to change, and who you need to evaluate further. - Think strategically. After your first 90 days you should be able to present a plan that is actionable. - Evaluate the vision of the organization, its values, and use SWOT analysis.Ask yourself feedback questions every week. - What isn't going well. Why? What can you change? - What are you least happy about. What can you change about it? - What meeting troubled you the most? "" - What conflict needs to be most resolved? ""Family also has to be considered. How is your new role and time commitment affecting your family? Was the move worth it?The author doesn't state it like this, but focus on doing what's best next.I give this book 4.5 stars out of 5. I highly recommend it.
I was so excited to find a book about the first 90 days at a new job since I just started my new job. Too bad this book was pretty worthless. I found the writing sexist - all the males were doing these great things and about the only time the writer used the female pronoun it was about a bad employee. I could have over looked that if the advice was any good. One scenario given was to suggest to play managers off each other until one of the them quits so you can replace them with who you want. That is advice for creating a toxic workplace.
I have this title on Kindle, and the issues with it are typical of why I won't buy more Kindle books.One of the two strongest issues is that graphics are unreadable. There are simple tables -- grids of information -- in the book which render at a fixed size. I can't zoom them, they don't get larger or smaller when I change fonts. They're in a different color and font, and I can't read them. They're important tables, and that they're missing or unreadable diminishes the value of this book. Other titles (the technical titles that I'm most likely to read, in fact) would be completely useless if tables, graphs, and charts in them were rendered so poorly.The other issue are the footnotes. The authors have thoughtfully added footontes the clarify some of their thoughts and reference some of the claims they make. The footnotes are hyperlinks. The Kindle UI is awful; it takes many presses to invoke the hyperlink. (Sometimes, it'll highlight a word to offer a definition. Other times, it will highlight a passage and expect me to add a note or annotation. In other instances, poking the hyperlink will turn the page. In extreme situations, I'm simply unable to invoke the hyperlink becuase of these issues.)When I do invoke the hyperlink, it takes me further into the book where the page with the footnote is rendered. This is disruptive because now the Kindle thinks my current, and therefore my furthest position -- is much deeper into the text than it really is. It makes synchronization very difficult. Reverting to the page which has the hyperlinked footnote source is dangerous. If I press the back arrow, I'm fine. If I miss the back arrow and press "home", I end up back at the carousel and I can't return to the spot I was reading where I clicked the footnote hyperlink.Issues like this are extremely disruptive to the reading process and terrible for such mature devices -- Amazon has been shipping Kindles for more than five years, yet such simple user interface issues still remain.I regret buying this title on the Kindle because it depends on tables and footnotes. The Kindle is usually okay for reading fiction, but non-fiction books that rely on commonly applied typesetting features that I've described are hobbled by these user interface issues.The content of this book itself is very helpful; five stars. I knock off two stars for the poor presentation. I'm not convinced the plan the book establishes can be carried out in ninety days, but the points are all salient. Some of them would be served by clearer examples and deeper advice; the message can be clear but the mechanism for realizing the goal might be more difficult for some readers than the author anticipates.
First shared with me by my new boss, I quickly realized the approach and framework were going to be very useful and purchased my own anniversary copy. I'm 6 weeks into my transition as a senior executive at a new org and I'm finding the process very helpful. From the time you accept your position to crafting a 30-60-90 day plan I highly recommend for all transitioning executives and new managers.
This book helped me get my next job. After getting caught flat footed in an interview on what is your 90 day plan, I purchased and read this book. While reading it the next opportunity came along and in the interview process I not only had a better answer, I was able to answer from the position of someone who was already onboarding. I've used it and in my first couple of months have been amazing impacting revenue, debt, customer and employee satisfaction out of the gates. An easy read and a great prep for the next opportunity you are facing.
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