LEADERSHIP LIBRARY

The First 90 Days.png

The First 90 Days

Michael D. Watkins

 

IN BRIEF

Michael Watkins’ book is a push to take a beginner’s mindset when transitioning into a new role—e.g., identifying what matters, forming relationships with the right people, and setting a vision that a team can rally around. It also serves as a reminder of something that is easy to forget: what made us successful to date might not be what will drive success in the present situation.

 Key Concepts

 

Break-even as soon as possible

“Your goals in every transition is to get as rapidly as possible to the break-even point. This is the point at which you have contributed as much value to your new organization as you have consumed from it.” (p. 3)

Take a fresh look at what your new role demands of you

“The qualities that have made you successful so far (it’s worth being clear in your own mind what your hammer is) can prove to be weaknesses in your new role.” (p. 38)

Transition Traps (pp. 5-6)

  • Sticking with what you know 

  • Falling prey to the “action imperative”

  • Setting unrealistic expectations

  • Attempting to do too much

  • Coming in with “the” answer

  • Engaging in the wrong type of learning (too much technical, not enough cultural and political)

  • Neglecting horizontal relationships 

Essential Tasks in a New Role (pp. 9-12)

  • Prepare yourself

  • Accelerate your learning

  • Match your strategy to the situation

  • Secure early wins

  • Negotiate success (“developing and gaining consensus on your 90-day plan”)

  • Achieve alignment

  • Build your team

  • Create coalitions 

  • Keep your balance

  • Accelerate everyone

Quotables

 

“Joining a new company is akin to an organ transplant—and you’re the new organ.” (p. 27)

“...there is a natural but dangerous tendency for new leaders to focus on building vertical relationships…. Often, insufficient time is devoted to lateral relationship building with peers and key constituencies outside the new leader’s immediate organization.” (p. 29)

“Your 90-day plan should be written, even if it consists only of bullet points. ...It should serve as a ‘contract’ between the two of you about how you’re going to spend your time, spelling out both what you will do and what you will not do.” (p. 109)

The Golden Rule of Transitions: “Do you transition others as you would wish to be transitioned yourself?” (p. 111)

“It’s commonplace for less-senior people to complain about obvious misalignments and to wonder why ‘those idiots’ higher up tolerate clearly dysfunctional arrangements. By the time you reach the midsenior levels of most organizations, however, you are well on your way to becoming one of those idiots.” (p. 143)

“Finally, and above all, take care to live the vision you articulate. A vision that is undercut by inconsistent leadership behaviors—by you or members of your team—is worse than no vision at all. Be sure you are prepared to walk the talk.” (p. 188)