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The First 90 Days






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  • A great summary of a very useful book for new (and existing) leaders.
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The First 90 Days Presentation Transcript

  • 1.  
  • 2. The First 90 Days Critical Success Strategies for New Leaders at All Levels AUTHOR: Michael Watkins PUBLISHER: Harvard Business School Publishing DATE OF PUBLICATION: 2003 NUMBER OF PAGES: 208 pages Book pic
  • 3.
      • 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.”
  • 4. Chapter 1 – Promote Yourself
    • 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.
  • 5.
    • 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 2 – Accelerate Your Learning
  • 6.
    • There are Four Major Situations for any organization:
    • 1. Start-up
      • Require to build and enforce systems from scratch.
      • Turn-around
      • Situations that require a quick mind and fast action.
      • Realignments
      • Call for critical thinking and convincing people that something will go wrong.
      • Sustaining Success
      • Call for the ability to fix small problems before they morph into big ones.
    Chapter 3 – Match Strategy to Situation
  • 7.
      • 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 3 – Match Strategy to Situation
  • 8.
    • 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 4 – Secure Early Wins
  • 9.
    • 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
  • 10.
    • Five Dialogues:
    • The Situation Conversation
      • Aims to reach a unanimous agreement about the organization’s situation and where it should go.
    • The Expectations Conversation
      • Include sharing both you and your boss’s expectations about the job on hand.
    • 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
  • 11.
    • 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 5 – Negotiate Success
  • 12.
    • 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 6 – Achieve Alignment
  • 13.
    • 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 7 – Build Your Team
  • 14.
    • 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 8 – Create Coalitions
  • 15.
    • 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
  • 16.
      • 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 9 – Keep Your Balance
  • 17.
      • “ 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.
    Chapter 10 – Expedite Everyone
  • 18. 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. ABOUT BUSINESSSUMMARIES