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The First 90 Days: Critical Success Strategies for New Leaders at All Levels (Your Coach in a Box), by Michael Watkins
Download PDF The First 90 Days: Critical Success Strategies for New Leaders at All Levels (Your Coach in a Box), by Michael Watkins
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The window of opportunity in a new position is a short one; according to career transition expert Michael Watkins, a new leader has 90 days to determine his success or failure on the job. In THE FIRST 90 DAYS,Watkins offers a practical, proven-effective guide for anyone moving into a new professional role. Whatever the stage of the listeners career, whether starting a new position or just adding additional responsibilities, these techniques can insure that this critical transition period proceeds quickly, smoothly and effectively. Drawing on both real-world examples and his groundbreaking research on leadership, Watkins provides a framework for success in all stages of the process, including: Diagnosing the new situation Crafting winning transition strategies Taking charge quickly and authoritatively Building teams and coalitions Securing early wins Avoiding the most common pitfalls Laying the groundwork for long-term success A breakthrough personal and professional survival guide, THE FIRST 90 DAYS will speak to self-help listeners across the career spectrum.
- Sales Rank: #428518 in Books
- Published on: 2006-06-06
- Formats: Audiobook, Unabridged
- Original language: English
- Number of items: 5
- Dimensions: 6.00" h x 1.38" w x 5.25" l, .38 pounds
- Running time: 330 minutes
- Binding: Audio CD
Review
“His wisdom, and research, has helped many masterfully onboard into new positions.” — Forbes.com
“Watkins has taken a rather prosaic proposition (first impressions count) and built around it a handbook that grown-ups can use in business, particularly in times of change and transition.” — Idealog (New Zealand)
“A useful addition to leadership studies collections.” — Choice magazine
“The First 90 Days is a rich source of material for any executive coach and of course any uncoached executive. I highly recommend it.” — Coaching Today
“The First 90 Days and its digital counterpart serve as valued resources for leaders just stepping into a critical new role—when first impressions matter so much, and every word or deed can tip the scale of public opinion.” — T+D magazine (American Society for Training & Development)
“No business holding should be without this expanded coverage.” — Midwest Book Review
“Any person who gets a new job or promotion or position, can use this book to be more effective in the first 3 months on the job…. It is no doubt that [The First 90 Days] has lasting-power and will remain popular and useful for many years to come.” — 800 CEO READ
“…packed with practical suggestions for how to successfully navigate through new scenarios.” — GuruFocus.com
“In his seminal book The First 90 Days, Michael Watkins advises that, as a leader in the first 90 days of a new leadership role, you should promote yourself, accelerate your learning, match your strategy to the situation, and create coalitions.” — FastCompany.com
“a superb guide” — Globe & Mail
About the Author
Michael D. Watkins is a cofounder of Genesis Advisers, a leadership development consultancy that specializes in the design of onboarding and transition acceleration solutions, workshops, and coaching for Fortune 500 companies.
Most helpful customer reviews
107 of 111 people found the following review helpful.
Must-read for any manager or new employee
By JustinHoca
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.
26 of 26 people found the following review helpful.
Very useful tool for transitioning to a new job
By Jann Schultz
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.
7 of 7 people found the following review helpful.
Generally good advice; wish some of it was more practical
By ITguy
I liked the focus on the first 90 days in a new managerial role: tips for building credibility quickly, and tips for embarking on fixing what needs fixing while preserving what needs preserving. I liked the idea of breaking the first 90 days into 30-day chunks, with subplans for each stage. I liked the STaRS model as a way to characterize the situation: Startups where the whole group is creating something new; Turnarounds where you've got a fixer-upper and they know it; Realignments where they need some course corrections but not everyone knows or agrees; and Sustaining success where they're doing well and need to maintain it and grow. It was a useful model for comparing the likely challenges, opportunities, and areas of focus. I liked the insight that the STaRS model can apply at multiple levels: from a single project to a divisional unit to the whole company.
One aspect of the STaRS model struck me as needing elaboration. Different STaRS situations were, in part, characterized by whether the people involved agreed on how well things were going and what direction to take. That seemed unrealistically oversimplified. There'll often be people who are on board and those who aren't. The question is who. Maybe senior management has a consensus, but your staff doesn't. Maybe your staff has a consenus, but it's not the same as management's, and then your key customers have yet another view. Sometimes you've got overall consensus in one group or another, but one or two key people within the group see the situation differently. With each of the four situations in the STaRS model, it should be important to know where you have agreement on status and directions, and where you don't.
The book had its weak spots. Sometimes, the advice was overly simplistic, to the point that it felt like padding. I should set realistic goals? I should ask good questions? No kidding, really? I wouldn't think that anyone in a new managerial role would consciously plan to set bad goals and ask bad questions. (Their goals and questions might turn out to be bad, but they didn't go into the situation wanting to do the job poorly.) Also, the author's advice sometimes strayed quite far from business. Talk to me about the different challenges facing startups and turnarounds, sure, but I don't think he's qualified to tell me how to maintain a work-life balance (Chapter 9).
I had hoped the checklists at the end of each chapter would offer practical steps toward creating and implementing a 90-day plan, including good tips on when to do various things. Instead, the checklist items were rather nebulous and non-directive. The "checklist" label was a misnomer, compared to what I normally expect from a checklist. With each new chapter, I spent less and less time reading the checklist.
The anecdotes that started each chapter didn't do anything for me. Every one of them fell into one of two forms: a) Jane Doe succeeded by doing what I'm about to tell you to do, or b) Jane Doe failed by not doing what I'm about to tell you to do. They felt like simplistic self-justification, not insightful explorations of the advice being offered.
I would have liked some summary comparisons, for later reference and reminder, of the different STaRS situations, and a summary structure for the elements of the 90-day plan. This is all stuff that was strewn throughout the book, but some reference summaries would have been helpful.
All in all, though, there was good advice in the book, especially in comparing different aspects of the STaRS model. The book is suitable for anyone in a new leadership role. I don't see why some people are saying this is for senior leadership only. A new front-line supervisor could benefit from a 90-day plan too.
The Kindle version worked pretty well. I saw that some older reviews of the Kindle version complained about badly formatted tables and so on. That appears to have been resolved. The tables and figures are intact. However, you can't resize them and they don't use your chosen text size, so you might find them hard to read. The table of contents was pretty good, covering the chapters and the front and end matter, but not the subsections within chapters.
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