The First 90 Days: Critical Success Strategies for New Leaders at All Levels
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Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.
In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period. Concise and actionable, this is the survival guide no new leader should be without. "Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition." -Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments "Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you." -Colonel Eli Alford, U.S. Army "Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter." -Suzanne M. Danielle, Director of Global Leadership Development, Aventis "Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable." -Gordon Curtis, Principal, Curtis Consulting
"The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully." -Mike Kinkead, President and CEO, timeBLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council
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| 08-07-08 | 3 | (NA) |
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I purchased this book in concert with a promotion thinking it might be useful during my transition. While it was informative and on point, most of its lessons were obvious to any seasoned leader and frankly it was a very dry read.
If you are new to management or have not had much developmental time in improving your management skill this book will be valuable to you. Leadership ? I could recommend a number of better books for the first 90 days... (Review Data Last Updated: 2008-09-04 00:23:52 EST)
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| 08-07-08 | 3 | (NA) |
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I purchased this book in concert with a promotion thinking it might be useful during my transition. While it was informative and on point, most of its lessons were obvious to any seasoned leader and frankly it was a very dry read.
If you are new to management or have not had much developmental time in improving your management skill this book will be valuable to you. Leadership ? I could recommend a number of better books for the first 90 days... (Review Data Last Updated: 2008-09-06 03:42:19 EST)
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| 08-01-08 | 5 | 1\1 |
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The First 90 Days by Michael Watkins is squarely aimed at the task of a manager coming in and dealing with a new team. Those first ninety days can really make or break a business relationship and it is well worth studying this information before you take on a new job.
Michael breaks down your task into these discreet steps: promote yourself, accelerate your learning, match your strategy to your situation, get early wins, negotiate success, achieve an alignment, build your team, create coalitions, keep your balance and expedite everyone. Each step gets its own discussion so you get a handle on how to succeed in each area. New hires are often swamped with "learning things" - Michael helps you balance that learning with actually doing productive work. That way people feel energized by your being there and get a sense of your promise. Even if you're moving up in the same organization or taking on new responsibilities a lot of these issues are still important. You want to maintain solid boundaries - otherwise you'll get angry and resentful at people taking advantage of you. You want to admit errors quickly so you're not thought of as rigid and undependable. You want to proactively deal with problems instead of avoiding them, manage your stress so you don't burn out, and have a support system to keep you going. There are a few "real life" style examples in the book, but it primarily is laid out like a textbook to learn and study. While some might find this difficult to read, it is well worth treating a new job LIKE an important test you want to study for. You may not get a letter grade - but your job success is probably far more vital than any random chemistry exam ever was. Yes, some of this might seem like "common sense" - but after all, many bosses fail. They just don't understand all the aspects of their job. It is well worth reading through this even if you know 8 out of 10 things listed. Getting a good handle on the remaining two might be the difference between success and failure. (Review Data Last Updated: 2008-08-08 02:01:52 EST)
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| 05-26-08 | 4 | (NA) |
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This book offers a good overview and framework for how best to approach the "first 90 days" in a new role. Different strategies and tactics are presented based on different job scenarios (e.g. start-up versus established company).
I found this book useful as a reference for areas of focus, and overall process, in the context of a new role. The only drawback, in my opinion, to this publication is some non-critical material interspersed throughout the book. The central points and frameworks are found in various parts of the book and some of the supporting material is not critical to conveying the meaningful and useful messages of the book. Extra content notwithstanding, this is a good book for anyone taking on a new role or working with others transitioning into a new role. (Review Data Last Updated: 2008-08-01 03:46:03 EST)
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| 05-09-08 | 4 | (NA) |
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I used the book for coaching C level/mid level executives at their new jobs. I also had some of them read the book. The book works. Its simple, concise and focused on getting you through the first 90 days at your new job and leveraging the most of your situation. If applied properly the principles depicted in the book will help your career. Good job Watkins. Jim Kayalar is a Certified Management Consultant with the Institute of Management Consultants USA (IMC-USA) with 20 plus years of experience in a myriad of industries. Jim Kayalar is the managing director and founder of Business Tune Up.
(Review Data Last Updated: 2008-05-26 01:44:18 EST)
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| 04-30-08 | 5 | (NA) |
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Clear and concise action plan. Helps you think before just jumping in and running in circles.
(Review Data Last Updated: 2008-05-20 03:22:49 EST)
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| 04-07-08 | 3 | (NA) |
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Good idea, looks good on book shelf in office :) But lost interest after 1st chapter...
(Review Data Last Updated: 2008-05-01 00:26:34 EST)
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| 03-27-08 | 3 | (NA) |
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This book is in a long tradition of 'expanded' magazine articles. There's more than enough content for an outstanding journal article, but when the concept is turned into a book, it's a bit thin. A least this example of the genre hasn't been hopelessly padded, so it gets one star for having some good ideas, a star for not wasting its readers' time (presumably more valuable in this context than the few dollars they spend on the book), a half star for not pretending to be more than it is (i.e., no claim to being the 30 second solution to all the problems any executive has ever had or will have) and a half star for being a fair value proposition.
Incidentally, I gave a copy of this book to my son (he's a couple of years out of college and had just received his first promotion at a General Electric subsidiary) and his reaction was that its really intended for managers a few years further into their careers. I think he's right. (Review Data Last Updated: 2008-04-08 19:43:24 EST)
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| 02-15-08 | 5 | (NA) |
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I love "How to" books and this one should be a required part of every onboarding program for professionals and managers. It really lays out a road map for early success on a new job. A great ongoing resource for you or your organization.
(Review Data Last Updated: 2008-03-27 23:43:47 EST)
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| 01-21-08 | 5 | (NA) |
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Like all management books there is fluff that detractors can point to. I bought this before assuming a new job and in a new company. I felt that it helped, and I spent less than twenty bucks. Now, that's a deal.
(Review Data Last Updated: 2008-02-15 19:34:24 EST)
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| 12-17-07 | 4 | 1\1 |
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As a keen student of new manager behaviour always on the lookout for new ideas, I picked up "The First 90 Days" with great anticipation. Michael Watkins sets out to provide new managers (he calls them "leaders") with a 90 day plan for taking over in a new role. There's lots to recommend this book. There's also lots to question.
In "The First 90 Days", the author stresses the importance of building momentum during the critical transition phase from new manager to successful manager. A 90 day acceleration plan is suggested that includes 10 transition challenges ranging from "promote yourself" through "score early wins", to "expedite everyone". One needs to look further than the title of these challenges as they are often more than what they seem. For example, "promote yourself" has more to do with changing your perspective to fit the new role rather than self-promotion. I particularly liked some of the practical tips included in this book, such as the "Problem Preferences Assessment" which enables the new manager to quickly select the most appropriate and rewarding problem areas to address. 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. Chapter 5 "Negotiate Success", which is all about managing your boss through the 90 day plan, is worth the price of this book alone. 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. For example, Chapter 6 "Achieve Alignment", looks at quite a sophisticated process of crafting strategy, assessing coherence, assessing adequacy and modifying strategy. Finally, I'd like to see more positive case studies to illustrate rather than the "what went wrong" scenarios provided in a number of chapters. Although in real life, we often learn more from our mistakes, in a teaching role (such as this book) it is far more effective for the reader if he or she can see what works and implement this, rather than what doesn't. I would recommend this book as an excellent text for management students and a resource for management teachers/educators. If you're a reading "The First 90 Days", then go straight to the practical "How to" areas, otherwise your 90 days will be up before you finish reading. (New managers might like to check out What To Do When You Become The Boss: How new managers become successful managers OR 50 DOs for Everyday Leadership: Practical Lessons Learned the Hard Way (So You Don't Have To) (Review Data Last Updated: 2008-01-22 06:49:08 EST)
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| 11-30-07 | 4 | (NA) |
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Nothing earth-shattering, but a great book that helps you focus on what you need to do to succeed in your new job -- things to think about, things to do, thinks to be weary of, and thinks not to do. A great guide to motivate you to develop a plan, rather than hapharzadly start your new job.
(Review Data Last Updated: 2007-12-17 22:19:47 EST)
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| 11-20-07 | 2 | (NA) |
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I was unable to finish this book because of how bland and boring it was. I expected to get some good general information about becoming a leader, but it is so specific about moving to a new leadership position from a previous leadership position that little of it was useful. It reminded me of trying to read my old high school textbooks.
(Review Data Last Updated: 2007-12-14 13:00:55 EST)
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| 11-15-07 | 1 | 1\1 |
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I tried to read this book. I hate, hate, hated it. It was dry, boring and uninspiring. I much preferred First Time Manager by Loren Belker and Gary Topchik. I know this book has a lot of positive reviews, but it failed to capture my attention.
(Review Data Last Updated: 2007-12-14 13:00:55 EST)
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| 11-03-07 | 4 | (NA) |
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Darwinian, or sink or swim transition management is a poor strategy for developing leaders. Michael Watkins proposes the 'STaRS' model, which translated into four situations: sustaining success, turnaround, realignment, and start-up. Matching right strategy to each situation is key. How you position yourself with the team, with your boss, and even your own mental self will make or break or your career. The author walks through all of these steps offering numerous examples and great commentary - this book will not guarantee success, but it may well relieve some of the stress associated with the transition.
(Review Data Last Updated: 2007-12-14 13:00:55 EST)
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| 07-04-07 | 5 | 1\1 |
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It just makes sense, and is very thorough. Many things I would not have thought about, or gotten around to thinking about - we live in such a fast paced world that it would have been a challenge to do. Luckily, I had a cross country trip, so this gave me the time to read this book and compile my "list" of notes and apply them to my upcoming job change. Bottom line - many good new perspectives that I simply would not have thought of. Highly recommended.
(Review Data Last Updated: 2007-12-14 13:00:55 EST)
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| 06-22-07 | 5 | 1\1 |
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As a human resources professional, I have seen a great deal of management transition. Many succeed but some do not. Unfortunately for our people and our organizations those that do not leave a stream of damage in their wake.
Recently I wrote a review about Scott Eblin's, "The Next Level" and I called it a real disappointment. This book is not and it is a far more actionable and practical approach to managing transitions. One of the reasons this book is so practical is that each section not only provides you with clear direction but each section also ends with an action checklist. This make creating a 90-day transition plan doable and improves your prospects for success. Lastly, the steps from this book create a framework that a company can use to create a "transition strategy" for all its new and upwardly moving managers. This alone will enable a firm to increase their odds that a new hire or promotion will be in the "win" column. (Review Data Last Updated: 2007-12-14 13:00:55 EST)
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| 06-10-07 | 5 | 0\2 |
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I only ordered this for a superior and he is VERY VERY happy with the book...he asked for it by name so we ordered three copies! Thank you for the great service you provide.
(Review Data Last Updated: 2007-10-14 00:40:19 EST)
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| 05-30-07 | 4 | 0\1 |
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Great book for all business leaders who are advancing to a new role or coming from the outside into an organization. Simple, easy to read with pertinent lessons for a successful transition.
(Review Data Last Updated: 2007-10-14 00:40:19 EST)
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| 05-28-07 | 2 | 5\5 |
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We bought this book along with the "New Leader's 100-Day Action Plan" and read them side by side.
Pro: -"STaRS" concept is excellent. Start-ups, Turnarounds, Realignments and Sustaining success are all different scenarios that you might be thrown into, and the environment you join directly affects what you need to do. -Checklists are helpful, when available, to boil thoughts down to the most essential elements -There are many good tips interspersed throughout the book that are good reminders of the basics you need to adhere to in order to be successful -Breaks the "sink or swim mindset" often associated with starting a new position Con: -Does not really address the time opportunity BEFORE you start a job and in my experience is a major lost opportunity that I've been able to surprise and delight. Set up pre-meetings, arranging for email/phone and a place to sit, etc. as a chance to listen and learn without the pressure to perform. Any items that can/should be done ahead of time appear to me as afterthoughts, underdeveloped, and often out of sequence in this text. -Would not serve as a handy reference... better chapter summaries and a stronger introduction with time lines and meaty chapter outline would have been helpful both now and in the future -I think that many good concepts like "STaRS" were underdeveloped or under leveraged... I sense more detail that was perhaps omitted -To me, many of the illustrations were filler and did not offer additional information -Sometimes poor or awkward word choice or idea sequence (e.g. rather than "Promote Yourself" why not just call it "Prepare Yourself" as this is what you are really saying, so why not just say it that way?) -Real life examples were unnecessarily detailed, consuming time and space that I think could be better used by the author as he's clearly brilliant and has some great observations -I think that the scope is too narrow, picks up after you've started the job (day 1) and neglects the opportunity (and chaos) beforehand of the interview, moving, doing "pre-work" to get your basics at work set-up Bottom line: While there were some interesting moments, I was disappointed. The book does offer several cautionary tales of CEOs who crashed and burned, and if nothing else serves as both warning and motivation to be smarter about your transition. (Review Data Last Updated: 2007-10-14 00:40:19 EST)
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| 05-28-07 | 2 | (NA) |
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We bought this book along with the "New Leader's 100-Day Action Plan" and read them side by side.
Pro: -"STaRS" concept is excellent. Start-ups, Turnarounds, Realignments and Sustaining success are all different scenarios that you might be thrown into, and the environment you join directly affects what you need to do. -Checklists are helpful, when available, to boil thoughts down to the most essential elements -There are many good tips interspersed throughout the book that are good reminders of the basics you need to adhere to in order to be successful -Breaks the "sink or swim mindset" often associated with starting a new position Con: -Does not really address the time opportunity BEFORE you start a job and in my experience is a major lost opportunity that I've been able to surprise and delight. Set up pre-meetings, arranging for email/phone and a place to sit, etc. as a chance to listen and learn without the pressure to perform. Any items that can/should be done ahead of time appear to me as afterthoughts, underdeveloped, and often out of sequence in this text. -Would not serve as a handy reference... better chapter summaries and a stronger introduction with time lines and meaty chapter outline would have been helpful both now and in the future -I think that many good concepts like "STaRS" were underdeveloped or under leveraged... I sense more detail that was perhaps omitted -To me, many of the illustrations were filler and did not offer additional information -Sometimes poor or awkward word choice or idea sequence (e.g. rather than "Promote Yourself" why not just call it "Prepare Yourself" as this is what you are really saying, so why not just say it that way?) -Real life examples were unnecessarily detailed, consuming time and space that I think could be better used by the author as he's clearly brilliant and has some great observations Bottom line: While there were some interesting moments, I was disappointed. The book does offer several cautionary tales of CEOs who crashed and burned, and if nothing else serves as both warning and motivation to be smarter about your transition. (Review Data Last Updated: 2007-05-29 18:10:19 EST)
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| 05-26-07 | 4 | (NA) |
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This is a very good book and I would recommend it to anyone taking on a new role. I found it to be clear and has some very useful advice about dealing with your new boss and reports, and what kind of mind-set to adopt. very useful. I gave it only 4 stars however because at the end of the book he touts all the great resources you will find at [...] that you can use and share to get everyone on the same page. Well, there are no resources there that I could find (except to purchase more of his books). I was very disappointed, enough to feel it takes away from the book.
(Review Data Last Updated: 2007-10-14 00:40:19 EST)
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| 03-17-07 | 4 | 1\1 |
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This book is a must read for anyone starting a new corporate job, especially if you manage people. The recommendations aren't rocket science but they are very useful. Moreover, the book provides an actionable framework that you can actually apply when you start a new role/job. The chapters on assessing the situation, aligning with your boss and evaluating your team are very useful in creating your own 90 day plan. The book is well-written and a quick read...you won't regret the investment!
(Review Data Last Updated: 2007-04-12 01:39:57 EST)
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| 03-16-07 | 4 | 0\1 |
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This book gave me a good framework when I started my new job. We all want to have a solid strategy but often fall short. I highly recommend this book to anyone starting in a new organization or moving up in their existing one.
(Review Data Last Updated: 2007-06-28 15:02:36 EST)
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| 03-16-07 | 4 | 1\1 |
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This book is a must read for anyone starting a new corporate job, especially if you manage people. The recommendations aren't rocket science but they are very useful. Moreover, the book provides an actionable framework that you can actually apply when you start a new role/job. The chapters on assessing the situation, aligning with your boss and evaluating your team are very useful in creating your own 90 day plan. The book is well-written and a quick read...you won't regret the investment!
(Review Data Last Updated: 2007-04-11 01:26:18 EST)
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| 03-11-07 | 5 | (NA) |
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Excellent publication for new leader.
(Review Data Last Updated: 2007-03-17 22:11:16 EST)
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| 03-08-07 | 5 | (NA) |
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The ideas and strategies presented in this book are very powerful. I've had numerous transitions in my career, some with Fortune 500 companies, and the tools in this book would have been incredibly useful. No companies I worked for have provided any transition guidance, regardles of size and resources. Unfortunately it's always been 'sink or swim'.
If you have a job or position change in the offing, this book is a must! (Review Data Last Updated: 2007-03-11 07:40:19 EST)
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| 03-08-07 | 5 | (NA) |
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This book offers excellent advise for someone moving into a leadership role. It explains the importance of a strategy and plan in ensuring success as you transition from an individual contributor to a leader. Some of the skills and traits that made us successful previously may not be beneficial in our new role. We need to know what to keep and what to let go. This book offers a practical plan on what to focus on during the "first 90 days" in your new job. I recommend reading this book PRIOR to moving into a leadership position.
(Review Data Last Updated: 2007-03-11 07:40:19 EST)
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| 02-18-07 | 4 | 1\1 |
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Very good book to read when transitioning into a new leadership situation at any level. Lots of good ideas laid out in a clear/structured manner.
(Review Data Last Updated: 2007-03-08 10:13:29 EST)
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| 02-15-07 | 5 | (NA) |
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This is a must read for anyone taking on a new position or being promoted. I highly recommend this book along with the authors' latest on negotiation.
Practical, easy read, good information for new and seasoned managers... (Review Data Last Updated: 2007-02-24 12:53:01 EST)
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| 01-26-07 | 5 | 1\1 |
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It is all to easy in a new job to launch in with what we think are clear mandates, work with vigor and enthusiasm to turn them into plans that we think will benefit the company and the people who work for us only to realize that the glittering darkness at the end of our launch silo is not a starry night sky but a wall embedded with wreckage to which we will shortly add. "The First 90 Days..." explains the challenges that we can encounter, which are most likely for each of four types of situations, and what we can do to keep them from becoming bricks in that wall.
I won't make another job move without re-reading this book and analyzing the new situation as it suggests. It provides a good framework for understanding the type of situations one can move into. It has checklists of things to focus on and questions to ask by situation type and time frame starting before the first day and on through the first 90 days. I particularly liked the "Conversations to have with your new boss". Not only does Watkins describe the things that we as newcomers and our bosses need to have a clear understanding of but he provides a framework of several conversations and how and when to initiate them in order to facilitate the understanding. I highly recommend it for any position change. (Review Data Last Updated: 2007-02-24 12:53:01 EST)
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| 01-24-07 | 4 | 0\1 |
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Good reference for both new leaders in their first 90 days, and for companies who should take a look at their onboarding and personal development processes.
(Review Data Last Updated: 2007-02-24 12:53:01 EST)
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| 01-15-07 | 4 | 1\1 |
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I'd like to give a copy of this book to every newly promoted, transferred, or incoming supervisor. It is an excellent reminder of what is important in establishing rapport, communication, and direction at the outset.
(Review Data Last Updated: 2007-02-24 12:53:01 EST)
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| 01-13-07 | 5 | (NA) |
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Super book to remind you of how important those first 90 days are on a new job (changed responsibilities) or in a new company. This has very helpful charts and chapter summaries. Nice to just jump to the index and than to a specific chapter, well formated and packed with good advice.
(Review Data Last Updated: 2007-02-24 12:53:01 EST)
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| 01-09-07 | 5 | (NA) |
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This book does a great job at simplifying and getting to the core issues of being in a new position. All of the suggestions in the book are common sense, but most likely things you'd overlook when taking a new job. The author uses great examples from people at all levels. I highly recommend this book to anyone in a new position, whether you are a first time teamlead or a new CEO.
(Review Data Last Updated: 2007-01-14 00:27:56 EST)
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| 12-17-06 | 5 | (NA) |
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This is a very valuable book. The author collected many data of executives and concluded that the first 90 days are crucial. He also proposed strtegies to manage this period so that you can build a momentum during the process. You need the momentum to carry you forward!
(Review Data Last Updated: 2006-12-25 09:22:44 EST)
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| 11-22-06 | 4 | 0\1 |
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Something like this is a fine reminder to reset and properly engage in a new position. I found it helpful although not radically innovative. If you are simply looking for a nice reminder/guide of how to approach a new position, I would recommend it, just don't expect too much.
(Review Data Last Updated: 2007-01-09 10:06:13 EST)
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| 10-23-06 | 4 | 0\1 |
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As an executive recruiter, this is an excellent book for insights on starting the new job. As the executives who I place can tell you, every new job situation is different and canned formulas don't always work. I highly recommend combining this book with "Sudden Impact on the Job" by Susan Quandt - it's a powerful tandem. Quandt gets at the varied contexts under which new executives start their jobs by sharing the real-life stories of many prominent CEOs' experiences on the new job.
(Review Data Last Updated: 2006-11-22 00:25:21 EST)
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| 10-19-06 | 5 | (NA) |
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It is not a book focus on "managing career transmission" as suggested by the title of the book. Actually it is the guide book on all management related topics on management effeciveness, leadership, negotiation and organizational behavior. Very clearly articulated, easy to read and down to earth. Another excellent example of Harvard's high intellegence assets.
(Review Data Last Updated: 2006-11-21 08:01:13 EST)
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| 09-25-06 | 4 | (NA) |
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My husband took the book out from the library for me and after reading the first few chapters I decided that this was a book to own. As you will keep going back to re-read the roadmap to help you on your new venture(s).
Very insightful for all levels not just C-Level positions. (Review Data Last Updated: 2006-11-21 08:01:13 EST)
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| 09-06-06 | 5 | (NA) |
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It doesn't matter what level of the organization your new leadership role is in - from project supervisor to CEO - every promotion brings a period of transition, the need for new skills and a set of new expectations, challenges and opportunities. Just because you've been successful in one leadership role, you can't assume that your old strategy will automatically succeed in your new role. It probably won't.
Take an analytical approach. Diagnose the situation and adapt your strategy to it. Michael Watkins' book tells you exactly how. If you will soon begin - or have already begun - a new leadership role, this book is an invaluable resource to help you map out your strategy, get on your boss's good side and accelerate your transition. Watkins provides fundamental information for anyone who wants to become a leader and stay on top, because he teaches you how to make a successful transition when your time comes. We recommend this excellent book to any leader at any level who is going through or embarking on a period of transition into a new role. Here's how to help make the transition more successful, faster and easier - on your staff, your boss and Marina Kushner Author The Truth About Caffeine: How Companies That Promote It Deceive Us and What We Can Do about It (Review Data Last Updated: 2006-09-21 05:51:47 EST)
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| 09-03-06 | 5 | (NA) |
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Sound, practical advice for anyone climbing the corporate ladder. Great exercises and guidelines for conversations with new bosses as well as new underlings. Great help for those first 90 days and beyond.
(Review Data Last Updated: 2006-11-21 08:01:13 EST)
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| 08-30-06 | 5 | 1\1 |
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The book is splendid and is essential for any new manager. It will also enhance the managerial and leadership life of any progressive manager regardless of experience. I would promote this book and/or the CD set to any organisation that really wants organisational development to be enhanced.
(Review Data Last Updated: 2006-11-21 08:01:13 EST)
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| 08-23-06 | 4 | (NA) |
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Watkins' success with this book is in my view based on the simplicity, clarity, and sensible structure of his model. The model and supporting tools and concepts may or may not be grounded in behavioral science or perhaps even in extensive research that would pass muster with the sternest of psychometricians, but no matter - they'll work if you apply them with rigor and flexibility.
That's the thing about leadership books and leadership itself, isn't it? If you can wade through the many paradoxes presented by the rigorous yet flexible application of common sense, you'll probably come out on top. Watkins' work here is awfully strong. This book is highly readable, easily digestible, and provides simple, easy mental models for new leaders to latch on to. I recommend this book strongly to all the newly-promoted and newly-hired managers I encounter, just as it was recommended to me. That's probably the best endorsement possible. (Review Data Last Updated: 2006-11-21 08:01:13 EST)
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| 08-10-06 | 4 | 1\2 |
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Michael Watkins offers counsel that is relevant to so many, yet is actually a subject of study for so few. In my lifetime I have changed companies no less than four times. Job titles have changed twice than many times.
Preparing for and performing well during times of change accounts for a large part of my career. And I think I am not alone. For those looking for nuggets of assitance in their own transition, this book is for you. But Watkins research is new and still evolving to maturity. Look for more and better things to come from him in the future. Best about book: exercises and tests give chance for reflection and application to current environment, e.g. the personal problem preference test. (Review Data Last Updated: 2006-08-23 02:34:36 EST)
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| 06-13-06 | 5 | 1\3 |
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The book provides excellent advices and brilliant resources.
It's very useful and handy for everybody who wants to be succeeded in a business world. It's well-organized book, easy to read. (Review Data Last Updated: 2006-08-11 00:26:44 EST)
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| 04-13-06 | 4 | 4\8 |
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This book contains important insights for the new leader. I implemented two of the author's suggestions with great success. Easy to read, and practical.
(Review Data Last Updated: 2006-08-09 07:10:21 EST)
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| 03-21-06 | 5 | 2\2 |
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This book is very good at pushing you into action. I've made many transitions in my career and had previously used my first two weeks on the job as a settling-in period. 90 Days is a wake up call to getting moving early and getting moving fast, or you might spend you're whole first year playing catch-up. I'm in the middle of another transition and this book really helping me avoid some serious missteps.
I am also recommending THE BLACK BOOK OF OUTSOURCING by Brown & Wilson, a great book which will bring you up to speed on everything that's current and expected in the world of outsourcing. Most of us spent time avoiding anything to do with outsourcing and now its providing US jobs and entrepreneurial opportunities, as well as cost savings and profits. (Review Data Last Updated: 2006-03-31 00:30:15 EST)
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| 03-16-06 | 5 | 9\9 |
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If you are not planning to stay all your life in your current employer or want to re-energize your career, this book is for you.
By far the best book I have ever read.. and I have read quite a lot. It is a very hands on plan covering all the important aspects of a successful transition and the foundations for a sucessful career in the organization. I recommend specially chapters 5 and 6 that cover alignment and expectations. The great value of the book is that it comprises all the experience accumulated by numerous managers and strategies that have allowed many of them to climb the organization in a very solid way within a strategic frame. It provides answers to many questions that every manager has and has to go through a coach or many books to find suitable answers. (Review Data Last Updated: 2006-08-09 07:10:21 EST)
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| 03-16-06 | 5 | 5\7 |
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This book is the only one I found of its kind. It is a good reading to develop a structure before taking on a new role -and makes you consider some elements that I would not have immediately thought of. I did mix it with an online search that gave me the best format for the 90-day plan as I really wanted a one-pager. The only lack of this book is that best practice example.
(Review Data Last Updated: 2006-08-09 07:10:21 EST)
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