Ebook The First 90 Days Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter eBook Michael Watkins

Download As PDF : The First 90 Days Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter eBook Michael Watkins

Named one of 100 Leadership & Success Books to Read in a Lifetime by Editors

The world’s most trusted guide for leaders in transition

Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.

In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.

By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.

Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.

Ebook The First 90 Days Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter eBook Michael Watkins

"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."

Product details File Size 1493 KB Print Length 304 pages Publisher Harvard Business Review Press; Updated, Expanded edition (April 23, 2013) Publication Date April 23, 2013 Sold by  Digital Services LLC Language English ISBN-10 1422188612 ISBN-13 978-1422188613 ASIN B00B6U63ZE

Tags : The First 90 Days, Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter - edition by Michael Watkins. Download it once and read it on your device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading The First 90 Days, Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter.,ebook,Michael Watkins,The First 90 Days, Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter,Harvard Business Review Press,BUSINESS ECONOMICS / Careers / General,BUSINESS ECONOMICS / General,BUSINESS ECONOMICS / Leadership,BUSINESS ECONOMICS / Management,BUSINESS ADMIN MGMT - MANAGEMENT,Business Economics,Business Economics/Careers - General,Business Economics/Leadership,Business / Economics / Finance,Business/Economics,Careers - General,Executive ability,Executive ability.,GENERAL,General Adult,How-to/Do-it-yourself,LEADERSHIP IN BUSINESS,Leadership,Leadership.,Management,Management management techniques,Management - General,Non-Fiction,Nonfiction,Strategic planning,Strategic planning.,United States,BUSINESS ECONOMICS / Careers / General,BUSINESS ECONOMICS / General,BUSINESS ECONOMICS / Leadership,BUSINESS ECONOMICS / Management,Business Economics/Careers - General,Business Economics/Leadership,Careers - General,Management - General,Business / Economics / Finance,Leadership In Business,Business Economics,Business/Economics,Management management techniques

The First 90 Days Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter eBook Michael Watkins Reviews :

The First 90 Days Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter eBook Michael Watkins Reviews

• 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.
• I was so excited to find a book about the first 90 days at a new job since I just started my new job. Too bad this book was pretty worthless. I found the writing sexist - all the males were doing these great things and about the only time the writer used the female pronoun it was about a bad employee. I could have over looked that if the advice was any good. One scenario given was to suggest to play managers off each other until one of the them quits so you can replace them with who you want. That is advice for creating a toxic workplace.
• I have this title on , and the issues with it are typical of why I won't buy more books.
  
  One of the two strongest issues is that graphics are unreadable. There are simple tables -- grids of information -- in the book which render at a fixed size. I can't zoom them, they don't get larger or smaller when I change fonts. They're in a different color and font, and I can't read them. They're important tables, and that they're missing or unreadable diminishes the value of this book. Other titles (the technical titles that I'm most likely to read, in fact) would be completely useless if tables, graphs, and charts in them were rendered so poorly.
  
  The other issue are the footnotes. The authors have thoughtfully added footontes the clarify some of their thoughts and reference some of the claims they make. The footnotes are hyperlinks. The UI is awful; it takes many presses to invoke the hyperlink. (Sometimes, it'll highlight a word to offer a definition. Other times, it will highlight a passage and expect me to add a note or annotation. In other instances, poking the hyperlink will turn the page. In extreme situations, I'm simply unable to invoke the hyperlink becuase of these issues.)
  
  When I do invoke the hyperlink, it takes me further into the book where the page with the footnote is rendered. This is disruptive because now the thinks my current, and therefore my furthest position -- is much deeper into the text than it really is. It makes synchronization very difficult. Reverting to the page which has the hyperlinked footnote source is dangerous. If I press the back arrow, I'm fine. If I miss the back arrow and press "home", I end up back at the carousel and I can't return to the spot I was reading where I clicked the footnote hyperlink.
  
  Issues like this are extremely disruptive to the reading process and terrible for such mature devices -- has been shipping s for more than five years, yet such simple user interface issues still remain.
  
  I regret buying this title on the because it depends on tables and footnotes. The is usually okay for reading fiction, but non-fiction books that rely on commonly applied typesetting features that I've described are hobbled by these user interface issues.
  
  The content of this book itself is very helpful; five stars. I knock off two stars for the poor presentation. I'm not convinced the plan the book establishes can be carried out in ninety days, but the points are all salient. Some of them would be served by clearer examples and deeper advice; the message can be clear but the mechanism for realizing the goal might be more difficult for some readers than the author anticipates.
• I liked this book a lot. It has a simple language, easy to understand. Overall a quick read that provides a lot of value to the reader. It is useful for any kind of professional transition, no matter if you are just being promoted for the first time or moving to a high level CxO position. This is a book that you're not supposed to just read once and then leave it to collect dust on the shelf. Revisit it often whenever you face a new transition or your company is facing change that affects you, or your boss has new expectations/demands on you.
  
  There is a lot of information in this book that is difficult to capture with only one reading.
  
  I like to make a summary of each chapter as that helps me solidify the most important pieces of information.
  Then I print each summary and attach it to its corresponding chapter for easy reference.
  
  Keep the book by your bedside and use it often like a beacon to guide you on your professional life's transitions/changes. Books like this should be mandatory reading for anyone interested or requested to take on a leadership position.
  
  Another winner book by the HBR press.
  I have yet to find a book that I've found lacking from that publisher.