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The First 90 Days: Critical Success…
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The First 90 Days: Critical Success Strategies for New Leaders at All… (edition 2003)

by Michael Watkins

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848915,562 (3.64)2
Member:bren
Title:The First 90 Days: Critical Success Strategies for New Leaders at All Levels
Authors:Michael Watkins
Info:Harvard Business School Press (2003), Hardcover
Collections:Your library
Rating:
Tags:business, leadership

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins

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"Written by noted leadership transition expert Michael Watkins, The First 90 Days outlines proven strategies that will dramatically shorten the time it takes to reach what Watkins calls the "breakeven point": the point at which your organization needs you as much as you need the job. Based on three years of research into leadership transitions at all levels and hands-on work designing transition programs for top companies."--BOOK JACKET
  SRUResourcelibrary | Oct 10, 2016 |
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. ( )
  justindtapp | Jun 3, 2015 |
I was given this book on day 80 of my new job, which meant that I had to hope like hell that I had not, in fact, already screwed up the first 80 days of my first 90. Full of generally practical advice, it is perhaps not the most innovative or frame-breaking business book I have ever read, but it is a useful read for anyone starting a new venture. ( )
  Meggo | May 31, 2015 |
This was a great book for helpful hints on how to survive the first 30 months of a new position, be it at a new company or changing rolls at the same one. ( )
  lmm161 | Mar 30, 2014 |
Kind of skimmed it, then passed it along to someone who recently got hired into a new job. Gives some good strategies on what to try to accomplish during your first 90 days. ( )
  richardcjennings | Nov 11, 2013 |
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To Dan
With gratitude for your insight and friendship.
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Preface: As long as there have been leaders, there have been leadership transitions.
Introduction: The President of the United States gets 100 days to prove himself; you get 90.
After eight years in marketing at a Texas-based consumer electronics company, Julia Gould was promoted to her first project leader position.
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Michael Watkins présente ici la méthode en dix points qu'il a élaborée pour vous aider à franchir cette période délicate et décisive. Les exercices et questionnaires détaillés qui la complètent cous permettront ensuite d'adapter le modèle à votre propre situation
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"Written by noted leadership transition expert Michael Watkins, The First 90 Days outlines proven strategies that will dramatically shorten the time it takes to reach what Watkins calls the "breakeven point": the point at which your organization needs you as much as you need the job. Based on three years of research into leadership transitions at all levels and hands-on work designing transition programs for top companies."--BOOK JACKET.… (more)

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