THE FIRST 90 DAYS MICHAEL WATKINS PDF

adminComment(0)
    Contents:

Written by noted leadership transition expert Michael Watkins, The First 90 Days outlines proven strategies that will dramatically shorten the time it takes to reach. This is a summary of the book 'The First 90 Days' by author Michael Watkins. It has been created it to help people to gain fast access to the key points within. THE SEVEN BIGGEST TRAPS IN THE FIRST 90 DAYS AND HOW TO By IMD Professor Michael D. Watkins. IMD traps in their First 90 Days. Have you.


The First 90 Days Michael Watkins Pdf

Author:LYNSEY GITCHELL
Language:English, Indonesian, Arabic
Country:Malawi
Genre:Environment
Pages:169
Published (Last):22.10.2015
ISBN:350-3-22044-780-4
ePub File Size:26.34 MB
PDF File Size:8.31 MB
Distribution:Free* [*Registration needed]
Downloads:28275
Uploaded by: OSWALDO

and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter, by Michael D. Watkins. Since its original release, The First Days has become. The First 90 Days. Critical Success Strategies for New Leaders at All Levels by Michael Watkins. Summarized by permission of Harvard Business School Press. to The First 90 Days, by Michael Watkins. When I suggest that you throw away the book, what I really mean is that you either read and apply the whole thing, or.

So don't try to take it as a dogma, don't 'copy-paste' it. You can even treat it as a hand book, and revisit interesting chapters use bookmarks! I also bought the book, to read along. Maybe also consider doing the same. Worked for me. Book is great, but there were too many bugs, with the audio skipping parts of the book.

Not a major issue i think that the skipped sections were short , but disappointing. Yes, initially I borrowed the book from a friend who works in the IT industry.

How to Ace Your New Job in the First 90 Days

Since then, I got hooked and have since introduced it to at least two people both of whom have bought their own copies. The book stands out from the rest. In relation to the audio book, the voice of the reader Grover Garner was pleasantly authoritative and felt like an uncle giving you unassailable logic and advice. How does this one compare?

This book as a audiobook is really hard to decipher into one of operational use. I felt once it got started you were sitting in a business school lecture and it was really hard to turn into practice. When it finished I really felt let down because I only had managed to take a couple of workable actions into my new role, but knew I had probably been told more I just seemed to miss them.

However I then went and bought the 90 day summary book and I didn't fair much better. This is a great book for those moving into new companies or leadership positions and helps people focus on some of the often obvious, but sadly missed missed approaches to on-boarding. What did you like best about this story?

A factual and practical approach to joining a new company or position. I haven't listened to other books so couldn't comment. Did you have an emotional reaction to this book?

Did it make you laugh or cry? This book made me want to write a list and get stuck in! I downloaded the accompanying PDF available on the Audible website which sets out all the figures referred to in the audio book. Together they are an excellent resource, jammed with great information and ideas to help anyone stepping up in to a leaderships role.

This is a great book but without the tables and charts it keeps referring to, it feels like walking in the dark. Valuable book if in print only! I picked this up because I had an interview in which to present my 90 day leadership plan.

It's comprehensive, packed full of content that you can't disagree with, and just isn't a book you read once. Aspiring and existing leaders must have. I also bought the book to enable me do the exercises and relate visually to what I was reading.

I would say get the book instead, or end up forking out twice for audio and book like I did. Michael Watkins. Narrated by: Grover Gardner. Non-member price: Get it free with day trial. Cancel anytime. People who bought this also bought The First 90 Days, Updated and Expanded: Readtrepreneur Publishing Narrated by: Joe Wosik Length: Ant Hive Media Narrated by: Tristan Wright Length: Dare to Lead By: Dennis Boutsikaris Length: Julie Zhuo Narrated by: Karissa Vackers Length: Turn the Ship Around!

David Marquet Narrated by: David Marquet Length: Michael Watkins Narrated by: Sean Pratt Length: The Art of Creative Thinking By: Rod Judkins Narrated by: Phil Fox Length: Scrum The art of doing twice the work in half the time By: Jeff Sutherland Narrated by: JJ Sutherland Length: Chan Kim, Renee Mauborgne Narrated by: Grover Gardner Length: James Clear Narrated by: James Clear Length: Richard Branson Narrated by: Adrian Mulraney Length: Daniel Priestley Narrated by: Roger Davis, Daniel Priestley Length: Simon Sinek Narrated by: Simon Sinek Length: Bernadette Schwerdt Narrated by: Bernadette Schwerdt Length: Michael Bungay Stanier Narrated by: William A.

Gentry Ph. Tom Dheere Length: Duncan Clark Narrated by: Jim Meskimen Length: What members say Average Customer Ratings Overall. Sort by: Most Helpful Most Recent. Craig Moseley One of the best. Or perhaps you can hire someone to help temporarily with child care.

Also seek a mentor. For instance, maybe a colleague can show you how to master the internal computer system and, in return, you can teach that person how to craft an effective tweet. Every networking relationship is an exchange.

Why is this important? The first step is to identify your strengths and weaknesses, so make a list. The second step is to force yourself to prioritize job responsibilities in terms of importance, rather than preference.

For example, maybe you love giving presentations, but you hate building spreadsheet models. By forcing yourself to do this, you might become faster at it and perhaps even learn to enjoy it. What can you do to make your boss like, respect and trust you from the start? Ask how your boss prefers to be contacted—in person, via phone, by email—and how often.

What are some common pitfalls when dealing with a new boss? Of course, if your boss asks you to do something unethical or illegal, then you may feel the need to push back immediately. Say a great salesperson becomes a manager. Recognize what new skills your new job requires—and grow into the position. Some skills will come naturally to you as you spend more time on new tasks, but you may require extra help for others. Learn from internal sources and external sources.

Start learning what you can before you've transitioned into your new role. Share and discuss your learning plan and learnings with your team and your boss es. Learn iteratively. Focus on learning the most important things first and then coming back and adding more depth and breadth. When meeting with individuals, ask everyone the same set of questions in the same order; this gives you a set of easy to compare answers.

Match Strategy to Situation. There are some common categories of situations a leader will be taking on. Knowing what type of situation you are taking on can make the difference between success and failure. The four most common situation types are startups, realignments, turnarounds, and sustaining success.

Shop by category

Each has different challenges. For example, in a turnaround, you don't have a lot of time to succeed but everyone acknowledges that change is necessary, while in a realignment you may have time but people may disagree on the need for change. Secure Early Wins. Don't get lost in the big changes thatyou see when you enter an organization. Focus on securing early generally small wins to help build momentum.

This helps you focus in the early days, and it also helps to build your credibility with the people you're working with. Ideally, the size of your wins will increase over time and all work toward some long term goal. This chapter provided a valuable framework for the elements that must be necessary before a person can enact change. There must be sufficient awareness that change is needed. There must be a diagnosis of what needs to be changed and why. There must be a vision and strategy for change.

There must be a plan for change. Finally, there must be people who support implementing the plan. Before trying to cause change, a leader should look at each of these elements and strengthen any that are weak. Negotiate Success.

You are responsible for setting up a productive relationship with your boss, even if your styles differ. Use conversations with your boss to set clear expectations of what you plan to get done when and potential opportunities or issues.

Don't use these meetings to go over checklists or complain fruitlessly. The book suggests 5 types of conversations you should have with your boss. These conversations are roughly chronological, but will repeat over time as situations change. The situational diagnosis is a chance for you to understand your boss's perspective on the current business situation.

The expectations conversation is where you work to understand what you need to get done, what success looks like, and how performance is measured. In the style conversation, you'll learn how to communicate most effectively with your boss, being on the lookout for ways their preferred style differs from yours.

Once you know what you're trying to accomplish, you'll need to have a conversation about what resources you need. Finally, once you've proven your credibility with small wins, it's a good time to talk about your own personal development. These conversations should inform your 90 day plan, and you should also present your plan to your boss to get their download in and feedback. Achieve Alignment. The insight of this chapter is that the strategy, structure, systems, skills, and culture of an organization all need to be aligned to achieve success.

The strategy should lead the direction, with structure, systems, and skills working to support that strategy. Culture is the often invisible background that all of these systems work against. It is the hardest to change but often the most influential. Build Your Team. Obviously, having the right team is critical to success. What's less obvious is that it's important for a new leader to restructure their team quickly to avoid the expectation that change is not going to happen.

But the team should not be changed too quickly, because a new leader has to get to know the existing team and too much churn causes instability. What I found most valuable from this chapter was the list of 6 criteria you can use to evaluate members of your team.

Competence evaluates whether or not they have the technical ability necessary for the job. Judgement evaluates whether or not the person makes good decisions, especially in difficult situations. It's also important that a team member bring the right kind of energy to the team. They need to be able to focus on the right priorities, and they need to have good relationships with the rest of the team.

Finally, you need to have people you can trust to follow through on their commitments. The book suggests dividing points among the 6 criteria to weight their value and then evaluating each of your team members on these criteria. I found this framework to be useful because I find that, when it comes to evaluating people on my team, it's often hard to assess non-technical skills consistently across people and across review sessions.

Explicitly defining and weighting the list of criteria would help to make evaluation more consistent. I plan to use this technique in the future. I also appreciated the range of categories for team members after the initial assessment.

A team member may be someone you want to keep in place, keep and develop, move to another position that's a better fit , observe for awhile and help them develop , replace but not urgently , replace urgently. This range of categories provides room for people who could succeed on your team but aren't currently, a situation where it's easy for things to go badly if you don't work to be aware of the possibilities. Create Coalitions.

To enact change, you need support. It's important to figure out who are supporters, opponents, and convincibiles. To turn convincibles into supporters, you want to change their perception of the choice they have to make. Often, maintaining the status quo is seen as zero cost and change is seen as high cost. Thus, as a general strategy, to get support for change, you want to raise the perceived cost of the status quo and lower the cost of change.

Bribes and threats are two blunt ways of doing this, but better is to create compelling framing arguments, setting up action-forcing events such as commitments to take particular actions, getting people to change their behavior which can lead to them changing their minds , and leveraging small commitments that will lead to larger change e.

Keep Your Balance. All these techniques for getting off to a strong start are useful, but they're all for naught if you let yourself get overwhelmed by the change.

To maintain balance, you need to adopt strategies for success, use discipline in executing those strategies, and build your support system.

Key to maintaining discipline are taking time to plan, deferring commitment to prevent yourself from becoming too busy, setting aside time for hard work, taking time to step back from high stakes situations, focusing on the process by which you try to implement change and how others perceive it, and staying aware of how your feeling perhaps by using structured reflection , and knowing when to quit.

Your support system needs to include not just your professional support system at work and outside of work. It also needs to include your family. Change in your job can often mean change for your family. Keeping your family healthy is key to preventing a destructive feedback loop.

Expedite Everyone. Finally, for these techniques to be most effective, make sure that everyone is using structured transition techniques.

The-First-90-Days-Watkins_doc.pdf - 1 The First 90 Days...

As a leader, it's easiest to spread structured transitions to your team, but you can also work to spread it to your peers. If everyone can transition more effectively, then the company as a whole will be more successful. View all 9 comments. Well, let's put it this way: Is this one of the best business books of the last years? Published by Harvard Press? For the love of god As Dilbert would say, I was blinded by the obvious time and again and got tired of the oh-so-original NOT!

What practical advice the author gives could have been s Well, let's put it this way: What practical advice the author gives could have been summed up in 50 pages or so. The case studies are nicely drawn, but very few and very short. The rest is page filling. I guess the only positive about this book is that it gives you a time frame to accomplish things, but even this is not always possible; for instance, it says that for the first month you just listen and listen Better spend the money to download a round of doughnuts for your coworkers, it'll be more worth it.

View all 5 comments. I'm very skeptical of business books - I see them as slightly more serious versions of Get Rich Quick books and Self Help books.

But this was actually helpful. As someone who's worked in less traditional office and business settings, starting a new job in a real organization would be a very different experience. The First 90 Days provided some productive ways of thinking about how offices and coworker and boss relationships work. It also gave strategies of thinking about how to hit the ground ru I'm very skeptical of business books - I see them as slightly more serious versions of Get Rich Quick books and Self Help books.

It also gave strategies of thinking about how to hit the ground running in any new situation. Planning for goals after the first day, week, month, two months, and three months helps you think about what you might want to be doing. Even for less senior people, the chapters that go through how a new CEO starts surveying her team and figuring out who should stay and go are interesting - you end up looking at a common situation through another set of eyes.

Other helpful thoughts ranged from how you want to introduce yourself to new coworkers, how to organize priorities, and how to split up what you need to learn into easily manageable chunks. Much better than I thought it was going to be. One needs to look further than the title of these challenges as they are often more than what they seem.

Also a suggestion to write yourself a letter as if you had been in the role for three years describing what others said about your success in the role, is a nice way to set a broad vision for the new manager. I have three areas of criticism. Firstly, whilst the book has a fantastic array of suggestions, strategies, tips etc, I feel it would take more than 90 days to implement them all, let alone do the work that is required in the role.

As such, it would make a great text for students of management, but could overwhelm the new manager looking for some quick or directed advice.

Secondly, although the author stresses otherwise, the book seems more suited to upper level roles than first line supervisors. View 2 comments. Jun 26, Alex Duncan rated it it was amazing. A must for people in career transition. The First 90 Days is now one of my favorites, right up there with Leadership 2. The book is loaded with practical s The First 90 Days is now one of my favorites, right up there with Leadership 2.

The book is loaded with practical strategies, lessons, and advice for a smooth transition. The First 90 Days - Chapter Summaries: Promote Yourself: Make the mental break from your old job and prepare to take charge in the new one. The biggest pitfall you face is to assume that what has made you successful to this point in your career will continue to do so.

Accelerate Your Learning: Accelerate the learning curve as fast as you can in your new organization. Understand its markets, products, technologies, systems, structures, and culture, and politics. Match Strategy to Situation: Diagnose the business situation accurately and clarify its challenges and opportunities.

Secure Early Wins: Early wins build your credibility and create momentum. Negotiate Success: Plan for a series of critical conversations. Develop and gain consensus on your day plan. Achieve Alignment: Bring its structure into alignment with its strategy.

Build Your Team: If you are inheriting a team, evaluate its members and restructure it to better meet the demands of the situation. Make tough early personnel calls. Create Coalitions: Influence people outside your direct line of control.

Rely on supportive alliances, internal and external, to achieve your goals. Keep Your Balance: Work hard to maintain your equilibrium and preserve your ability to make good judgments, professionally and personally. Expedite Everyone: Help everyone in your organization—direct reports, bosses, and peers—accelerate their own transitions.

The faster this is done, the faster you can perform. If I was transitioning into a more senior role and I read this book, I think I'd quit before I even got started. There's a lot of organizational development, change management, people management, knowledge management, to scare anyone off - especially if you are trying to get a handle on these things in the first 90 days!

While it proposes that the 90 day strategy is useful for managers at all levels, it is skewed towards senior levels and Watkins' advice "even if this doesn't apply to you, read If I was transitioning into a more senior role and I read this book, I think I'd quit before I even got started. While it proposes that the 90 day strategy is useful for managers at all levels, it is skewed towards senior levels and Watkins' advice "even if this doesn't apply to you, read it anyway" seems a bit disingenuous considering the time crunch faced by a new manager.

I suspect that on a second reading some practical checklists many the chapter summaries would prove somewhat useful. The most important thing about the book is it's premise. You need to plan for your transition and not just wing it.

Jan 29, Scott rated it it was amazing Shelves:A Rockefeller of his age who is courted by CEOs and presidents around the world, Jack is an icon for China's booming private sector. I plan to use this technique in the future. D Being in a new position at work myself, this book was very timely and has provided with me with excellent guidance in how to approach and manage the challenge.

If so, why? I read this quickly and focused on the parts that seemed the most applicable to my own work. The First 90 Days is focused on providing proven strategies for effectively getting through transitions from one job to another job or one company to another.

It may be that I found the book at the right time for me, for it to be so effective and relevant. In the style conversation, you'll learn how to communicate most effectively with your boss, being on the lookout for ways their preferred style differs from yours.

EARLEAN from Shreveport
Please check my other articles. I am highly influenced by rugby league sevens. I do like reading comics boastfully .
>