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The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded Hardcover – May 14, 2013
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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 rolewhen 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
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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.
- 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.
Most recent customer reviews
As a physician leader, some parts were less applicable— book intended for commercial business leaders.