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    The First 90 Days - BIZ

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    Kong Tzeh Fung
    The document summarizes the book "The First 90 Days" by Michael Watkins, which discusses strategies for new leaders to successfully navigate their first 90 days in a new role. It emphasizes the importance of using the initial 90 day period to prove your worth, accelerate your learning of the organizational culture, secure early wins to build momentum, negotiate expectations and support with your boss, and help your new team successfully transition into their roles. The book provides advice across 10 chapters on various critical success factors for new leaders to effectively launch themselves into their new positions.

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    The First 90 Days - BIZ

    Uploaded by

    Kong Tzeh Fung
    409 views18 pages
    The document summarizes the book "The First 90 Days" by Michael Watkins, which discusses strategies for new leaders to successfully navigate their first 90 days in a new role. It emphasizes the importance of using the initial 90 day period to prove your worth, accelerate your learning of the organizational culture, secure early wins to build momentum, negotiate expectations and support with your boss, and help your new team successfully transition into their roles. The book provides advice across 10 chapters on various critical success factors for new leaders to effectively launch themselves into their new positions.

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    The First 90 Days_BIZ

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    The document summarizes the book "The First 90 Days" by Michael Watkins, which discusses strategies for new leaders to successfully navigate their first 90 days in a new role. It emphasizes the importance of using the initial 90 day period to prove your worth, accelerate your learning of the organizational culture, secure early wins to build momentum, negotiate expectations and support with your boss, and help your new team successfully transition into their roles. The book provides advice across 10 chapters on various critical success factors for new leaders to effectively launch themselves into their new positions.

    Copyright:

    © All Rights Reserved
    Download as PPS, PDF, TXT or read online from Scribd
    Download as pps, pdf, or txt
    409 views18 pages

    The First 90 Days - BIZ

    Uploaded by

    Kong Tzeh Fung
    The document summarizes the book "The First 90 Days" by Michael Watkins, which discusses strategies for new leaders to successfully navigate their first 90 days in a new role. It emphasizes the importance of using the initial 90 day period to prove your worth, accelerate your learning of the organizational culture, secure early wins to build momentum, negotiate expectations and support with your boss, and help your new team successfully transition into their roles. The book provides advice across 10 chapters on various critical success factors for new leaders to effectively launch themselves into their new positions.

    Copyright:

    © All Rights Reserved
    Download as PPS, PDF, TXT or read online from Scribd
    Download as pps, pdf, or txt
    of 18
    At a glance
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    The key takeaways are that leaders have 90 days to prove their worth in a new role and must promote themselves, accelerate their learning, secure early wins and align the organization.

    The four major situations are start-up, turn-around, realignments, and sustaining success.

    Strategies for securing early wins include changing processes or systems rapidly to improve them outright and prioritizing what to change based on analyzing the organization's situation.

    The First 90 Days

    Critical Success Strategies for New Leaders at All


    Levels
    Book pic
    AUTHOR: Michael Watkins
    PUBLISHER: Harvard Business School Publishing
    DATE OF PUBLICATION: 2003
    NUMBER OF PAGES: 208 pages
    THE BIG IDEA
    The First 90 Days by Michael Watkins

     You have 90 days to prove that you are an asset to the


    company upon entering a new job or getting promoted to
    a higher position within the same organization.

     With such a short span of time to “prove your worth,” time


    becomes a high-priced commodity.

     A leader’s transition causes the so-called “ripple effect.”


    Chapter 1 – Promote Yourself
    The First 90 Days by Michael Watkins

    • Promoting yourself in no way means grandstanding or


    advertising.
    • “Let it all sink in.”
    • Transition of authority also means transition of habits
    and responsibilities.
    • These are ways to promote yourself:

    1. Establish a clear breakpoint.


    2. Hit the ground running.
    3. Assess your vulnerabilities.
    4. Watch out for strengths.
    5. Relearn how to learn.
    6. Rework your network.
    7. Watch out for people who want to hold you back.
    Chapter 2 – Accelerate Your Learning
    The First 90 Days by Michael Watkins

    • All leaders feel the need for an action imperative.

    • What do you want and need to know?

    • One of the hardest things you’ll have to learn


    about as a leader is the organizational culture.

    • Lack of learning may seem unimportant, but must


    be kept to a minimum to form better decisions
    and possess better control of the job.

    • Change is a cycle. Adapt or alter to cultures you


    will discover.
    Chapter 3 – Match Strategy to Situation
    The First 90 Days by Michael Watkins

    • There are Four Major Situations for any organization:


    1. Start-up
     Require to build and enforce systems from scratch.

    2. Turn-around
     Situations that require a quick mind and fast action.

    3. Realignments
     Call for critical thinking and convincing people that
    something will go wrong.

    4. Sustaining Success
     Call for the ability to fix small problems before they
    morph into big ones.
    Chapter 3 – Match Strategy to Situation
    The First 90 Days by Michael Watkins

    • The approach or strategy you’ll employ


    to succeed differs from situation to
    situation.

    • Different situations have different


    problems and opportunities.

    • Let the situation be your guide.


    Chapter 4 – Secure Early Wins
    The First 90 Days by Michael Watkins

     Securing an early win is similar to the action


    imperative with the exception that the action follows
    in the wake of an educated thought when securing
    an early win.

     Early wins are processes or systems you can


    change rapidly and improve outright.

     What must you prioritize when deciding what to


    change early into your transition?

     Carefully analyze your organization’s situation.

     Get your people to bring about the changes.


    Chapter 5 – Negotiate Success
    The First 90 Days by Michael Watkins

    • It is impossible to succeed at everything you set out


    to do and accomplish all your goals within a 90-day
    period.

    • Negotiating success is all about communicating with


    your boss in a way that sets your guidelines and
    allows you flexibility for reaching your goals.

    • Communicating effectively with your boss to


    negotiate success will often take the form of 5
    dialogues – the situation conversation, the
    expectations conversation, the style conversation,
    the resources conversation, and the personal
    development conversation.
    Chapter 5 – Negotiate Success
    The First 90 Days by Michael Watkins

    Five Dialogues:

    1. The Situation Conversation


    • Aims to reach a unanimous agreement about
    the organization’s situation and where it
    should go.

    2. The Expectations Conversation


    • Include sharing both you and your boss’s
    expectations about the job on hand.

    3. The Style Conversation


    • Different leaders have different ways of
    achieving success so find out what your
    boss’ style is and try to align yourself with it.
    Chapter 5 – Negotiate Success
    The First 90 Days by Michael Watkins

    4. The Resources Conversation


    • The resources you will need and ask for
    must be in tune with the organization’s
    situation.

    5. The Personal Development Conversation


    • Ask your boss for feedback on issues you
    feel will affect your personal development.
    Chapter 6 – Achieve Alignment
    The First 90 Days by Michael Watkins

    • The higher up the corporate ladder you are, the


    bigger your responsibility is to improve the
    organization’s over-all structure.

    • To achieve goals, all the systems and units in the


    organization must be working together in a
    concerted effort.

    • Five elements must be in sync for an organization


    to work - strategy, structure, systems, skills and
    culture.

    • All elements must undergo change, all at the same


    time.
    Chapter 7 – Build Your Team
    The First 90 Days by Michael Watkins

    • When you assume a position of leadership a team


    is already in place for you to direct.

    • To begin assessing your team, create a list of


    criteria you’ll want to consider when you evaluate
    your direct reports.

    • Come up with a plan to restructure your team.

    • Review how you want your team to work.

    • Establish a way to measure and reward both


    individual and group performance.
    Chapter 8 – Create Coalitions
    The First 90 Days by Michael Watkins

    • Influence provides a nest-egg of opportunity.

    • Forming new relationships is important to


    strengthen the system of support.

    • Learn what leverage may be used for


    convincing power and what competing forces
    may have to offer.

    • Hone your ability to influence others and re-


    shape your subordinates’ perceptions of choice.
    Chapter 9 – Keep Your Balance
    The First 90 Days by Michael Watkins

    • Keep a balance between personal and


    professional life is an essential part of becoming
    a successful leader.

    • Three pillars to form a solid foundation for


    balance:

     Adopting Success Strategies


    - Seeing each strategy yield positive results,
    you will feel more energy and confidence to
    take on more tasks.
    Chapter 9 – Keep Your Balance
    The First 90 Days by Michael Watkins

     Enforcing Personal Disciplines


    - Keeping within strict boundaries of
    discipline helps one stay focused
    and alert.

     Building your support systems.


    - Seek a good mix of people who
    can give you unbiased counsel both
    inside and outside your organization.
    Chapter 10 – Expedite Everyone
    The First 90 Days by Michael Watkins

     “Survival of the fittest.”

     Help your direct reports and subordinates with


    their own transitions.

     Create a 90-day transition program to reach


    break-even points faster.

    1. Create a common language.


    2. Working with a team.
    3. Bringing in people from outside.
    4. Developing high potential leaders.
    5. Strengthening succession planning.
    6. Accelerating post-merger integration.
    ABOUT BUSINESSSUMMARIES
    The First 90 Days by Michael Watkins

    BusinessSummaries.com is a business book Summaries


    service. Every week, it sends out to subscribers a 9- to 12-page
    summary of a best-selling business book chosen from among
    the hundreds of books printed out in the United States. For
    more information, please go to http://www.bizsum.com.

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