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The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
The first 90 days
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The first 90 days

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  • very useful slides for manager who move to new position
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  • Should be downloadable...why not share, isn't this called slide share!
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  • One excellent slide summary of the First 90 Days philosophy. Thanks.
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  • 1. Michael D. WatkinsSome Impressionistic takes from the bookThe First 90 Days( Critical Success Strategies for New Leaders)by Ramkiramaddster@gmail.com
  • 2. About Michael D. WatkinsMichael D. Watkins – A Harvard business school professorand in this book –first 90 days he presents a road map fortaking charge in a management job. The first days are criticalbecause small difference in your actions can have a hugeimpact on long-term results .Leaders at all levels are very vulnerable in their first few months in a new jobbecause they lack in-depth knowledge of the challenges they’ll face and what itwill take to succeed with their new company. Failure to create momentum inthe first 90 days virtually guarantees an uphill battle for the rest of anexecutive’s tenure.The first 90 days will equip you with strategies and tools to get up speed faster& achieve more sooner. This summary will show you how to diagnose yoursituation & understand its challenges & opportunities.You will also learn how to assess your strengths & weaknesses , how to quicklyestablish priorities, and how to manage key relationships that help you tosucceed. Happy reading !!!
  • 3.  Name + Affiliation What brings you here today ? What do you do to prepare for a new role ?Welcome & Introductions
  • 4. Opportunity Clean slate Honeymoon Period Free License to QuestionThe Challenge for first 90 daysRisk Savior Syndrome Having the answers Too much/Too Soon
  • 5.  You have 90 days to prove that you are an asset to theOrganization upon entering a new job or getting promotedto a higher position within the same Organization. With such a short span of time to “ Prove your worth &value” time becomes a high-priced resource. A Leader transition causes the so-called “ ripple effect”The Big Idea
  • 6.  Promoting yourself in no way means self-serving, grandstandingor advertising. “ Let it all Sink in” Transition of authority also means transition of habits &responsibilities. The ways to promote yourself are Establish a clear breakpoint Hit the ground running Assess your vulnerabilities Watch out for strengths Relearn how to learn Rework your network Watch out for people who want to hold you backFirst Challenge- Promote Yourself
  • 7.  Define the role Stop & then Start Be specific with milestones Finding success meanspreparing yourself to fail It takes a tribeFirst Challenge- Promote Yourself
  • 8.  Douglas Ivester was promoted to CEO at Coca-Cola in 1997 after workingas Chief Financial Officer and Chief Operating Officer at the company. In1999, after a series of blunders that eroded the confidence of Coke’s Boardof Directors, Ivester resigned. To outside observers, Ivester appeared to be the perfect candidate for thejob. An accountant by training, Ivester was unable to make the leap fromCOO to CEO because his extraordinary attention to detail, which had beena virtue in his previous jobs in finance and operations, proved to be ahindrance in his new position. Ivester could not free himself from day-to-day operations enough to take on the strategic, visionary roles of aneffective CEO. The cause of Ivester’s failure wasn’t what he couldn’t do, but what hecouldn’t let go of. An impressive career came to a deeply disappointingconclusion because he persisted in focusing on what he felt mostcompetent doing instead of focusing on what the CEO position required.A New job requires A new approach
  • 9. You have been offered your position because the people whohired you think you have got what it takes to succeed.But it can be disastrous to rely too much on the skills &knowledge that made you successful in the past.Evaluate your problem preferences – the type of problems youprefer to work on.Everybody likes doing some thing more than others, but doingso is like exercising your right arm & ignoring the left arm .Creating this type of imbalance leaves you vulnerable insituations that call on you to be “ ambidextrous.”Develop self-discipline, team building and get advice andcounsel.Find people in the new organization who are skilful and learnfrom them.Assess your Vulnerabilities
  • 10.  All Leaders feel the need for an action imperative. What do you want and need to know ? One of the hardest things you will have to learnabout as a leader is the organizational culture. Lack of learning may seem unimportant, but mustbe kept to a minimum to form better decisions &possess better control of the responsibilities Change is a cycle. Adapt or alter to cultures youwill discoverSecond Challenge -Accelerate Your Learning
  • 11. Define your learning agenda is thestarting point.This establishes your learningpriorities & consists of a focussed setof questions that will guide yourinquiry.Defining your Learning AgendaAs you learn more , you will make conclusions about what isgoing on & why ?During your transition you will learn from various types ofhard data – Financial, operating reports, strategic & functionplans etc.Talk to people and spend time with the teamIdentify the promising sources will make your learning morecomplete & efficient.
  • 12.  Once you have an idea of what you need to learn and where toseek it, the next step is to understand the best way to learn. When diagnosing a new organization, start by meeting with yourdirect reports one-on-one and ask them these five questions: What are the biggest challenges the organization is facing (orwill face) in the near future? Why is the organization facing (or going to face) thesechallenges? What are the most promising unexploited opportunities forgrowth? What would need to happen for the organization to exploit thepotential of these opportunities? If you were me, what would you focus on?Adopting Structured Learning Methods
  • 13.  Learn with a purpose Analyse your earlywins/losses Schedule your learning Become the teacher Be the student Know your learning styleSecond Challenge- Accelerate your learning
  • 14. Diagnosing the Business Situation There are four major situations for any organization Start-up – Require to build and enforce systems from scratch.You have got to assemble the capabilities –people, funding ,technology needed to get a new business, product or project offthe ground . Turn-around Situations that require a quick mind and fast action. You take aunit or a group that is in trouble & work to get it back on track. Realignments Call for critical thinking and convincing people that somethingwill go wrong. Challenge is to revitalize a unit, product, processor project that is drifting into trouble. Reinvent the business.Third Challenge -Match Strategy to Situation
  • 15.  Sustaining success Call for the ability to fix small problems beforethey morph into big ones. Responsible forpreserving the vitality of a successful organization& taking it to the next level. Keep motivating thepeople by inventing new challenges. The approach or strategy you will employ to succeeddiffers from situation to situation. Different situations have different problems &opportunities Let the situation be your guideThird Challenge -Match Strategy to Situation
  • 16. Understanding the History How much emphasis will you place on learning as opposed to doing ? How much emphasis will you place on offense as opposed to defence ? What should you do to get some early wins ?
  • 17. Typical Challenges Behaviours no longer contribute to high performance Change is not seen as necessary Commitment to the new realityTypical opportunities Areas of strength The positive side of the changeThird Challenge -Match Strategy to Situation
  • 18. Secure EarlyWins
  • 19.  Securing an early win is similar to the actionimperative with the exception that the action followsin the wake of an educated thought when securingearly win. Early wins are processes or systems you can changerapidly & improve outright What must you prioritize when deciding what tochange early into your transition ? Carefully analyse your organization’s situation Get your people to bring about the changesFourth Challenge-Secure Early Wins
  • 20.  Focus With everything you want to accomplish, it’s easy to fall into the trap ofcreating endless “to do” lists. The problem with this is that the longer the list,the more paralyzing it becomes. Secondly, with a long list, it is too easy to just pick the easy wins and allow theresulting adrenaline rush of checking things off fool you into believing you aremaking progress. Instead, focus on no more than the 3 or 4 most critical wins to be secured. Asyou secure these early wins, move on to the next most critical. Clarity An essential part of focus, ensure that you are properly identifying whatconstitutes a critical win.When evaluating the areas on which to focus, ask yourself: Does this build momentum? Is it meaningful to other team members? Is it important to leadership? Is this something on which I can build future wins?Fourth Challenge-Secure Early Wins
  • 21. Behaviours – If a win requires you to behave in a way that will be seen negatively, it isn’t really awin. In fact, your early win may be something as “simple” as changing behaviours. It isa given that your ability to achieve the longer term goals are dependent on makingbehavioural changes today. Successfully adapting a new behaviour will definitely build confidence and createmomentum. Behaviours become habits and habits drive results.Accountability – Don’t be secretive about your long-term goals or your short-term focus. Be very public about what you are going to do and why you are doing it. Give permission (and set the expectation) for those around you to check in onyour progress. Of course, if you are truly committed, you won’t make them ask, you will self-report. I would challenge you to be just as public about your progress and setbacks asyou were about your original commitment.Fourth Challenge-Secure Early Wins
  • 22. Negotiate Success
  • 23.  It is impossible to succeed at everything you set out to do &accomplish all your goals within a 90- day period. Negotiating success is all about communicating with yourboss in a way that sets your guidelines & allows youflexibility for reaching your goals. Communicating effectively with your boss to negotiatesuccess will often take the form of 5 dialogues- The situation conversation, The expectations conversation, The style conversation, The resources conversations, and Personal development conversation.Fifth Challenge- Negotiate Success
  • 24.  The Situation Conversation Aims to reach a unanimous agreement about the organization’ssituation & where it should go, The Expectations Conversation Include sharing both you and your boss’s expectations about the jobon hand. The Style Conversation Different leaders have different ways of achieving success so findout what your boss’s style is & try to align yourself with it . The Resources Conversation The resources you will need & ask for must be in tune with theOrganizations situation The Personal Development Conversation Ask you boss for feedback on issues you feel will affect yourpersonal developmentFifth Challenge- Negotiate Success
  • 25. Some things you DO want to do:Do take 100% responsibility – Assume it will always be up to you to communicate to your boss, to request timeon her calendar, to request the support you need. If you have a boss who meets you halfway, then consider it a bonus.Do clarify completely and often – Check in regularly to make sure both sides understand if circumstances havechanged expectations (e.g., the definition of success). At any point in time, both sides should have the same definition, although it mayvery well be different than the original definition.Do please the boss – Be sure you know what are the highest priorities for the boss and aim for earlyand tangible results in those areas. Identify three things that are critical to the boss and be sure to give an update onthem every time you interact.Fifth Challenge- Negotiate Success
  • 26. Some things you DON’T want to do:Don’t blame others – Be sure to negotiate success based on those things within your control. Blaming those who came before or even those who are still there is wasted time. That isn’t to say that poor performance should be tolerated, but leave that to otherconversations. When discussing your own success/failure, you have to own it.Don’t not communicate – A little bit of freedom is liberating, but too much can be devastating. Just because whomever you are accountable to isn’t pushing for regularcommunication, that doesn’t mean it isn’t absolutely necessary. You are responsible for your success and you need to be the one pushingconversations to ensure everyone is still on the same page about expectationsand progress.Fifth Challenge- Negotiate Success
  • 27. Some things you DON’T want to do:Don’t surprise – Nobody likes to be the bearer of bad news, but bad news delivered too late iseven worse. As I heard one leader say recently, “You can tell me the good news wheneveryou get the chance; you have to make time to tell me the bad news right away.”Don’t show up with only a problem – Your boss is there to help solve problems, but “help” is the operative word. Spend some time thinking about possible solutions to take along with yourproblem. The eventual conversation will be much more effective as a result.Fifth Challenge- Negotiate Success
  • 28. Achieve Alignment
  • 29.  The higher up the Corporate ladder you are, the biggeryour responsibility is to improve the organization’s over-all structure. To achieve goals, all the systems & units in theorganization must be working together in a concernedeffort. Five elements must be in sync for an organization towork Strategy, Structure, Systems, Skills & Culture All elements must undergo change, all at the same timeSixth Challenge- Achieve Alignment
  • 30. Some key misalignments to watch for:Skills and strategy misalignment – Let’s assume you have set a strategy ofbecoming more profitable by only working on larger accounts. However, if youdon’t educate yourself and the rest of the team on the issues important to thoselarger accounts, your skills will never develop to the point of supporting thestrategy.Systems and strategy misalignment – Imagine your strategy is to be moreaccountable to your clients by more proactively reporting on the results you havedelivered. If you don’t establish an effective way to compile and report theinformation for those customers, your systems will fail to support your strategy.There are countless other examples, but hopefully you can see why thealignment is so critical. If you are regularly frustrated in your efforts to getyourself and those around you to adopt more productive behaviours, step backand ask whether organizational misalignments might be creating the problem.Sixth Challenge- Achieve Alignment
  • 31. Build Your Team
  • 32.  When you assume a position of leadership a team isalready in place for you to direct. To begin assessing your team, create a list of criteria youwill 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 & reward both individual &group performance.Seventh Challenge- Build Your Team
  • 33. Create Coalitions
  • 34.  Your success depends on the support of people outside your direct line ofcommand (and it almost always does), it is critical for you to create coalitionsin order to get the necessary things done. Building your influence among your colleagues is important to get backing fornew ideas and goals. While it is natural to focus on those individuals in your silo (above and belowyou in the reporting chain), remember that your silo is a part of a largerorganization and building those horizontal connections is important. This is ignored in our industry, which is ripe with silos. There are silosseparating P&C from benefits, silos separating one production team fromanother, and silos separating sales from service. If you are going to be a change agent within your agency, it is critical to forceyourself out of your natural silo and work to build support and conversationsaround new ideas and initiatives throughout the whole agency. Your co-workers will always appreciate having the opportunity to be a part of anew solution. Not provided that opportunity, dont be surprised when they fightagainst a new directive for which they had no input, even if they will directlybenefit. Besides, good ideas become great ideas when enhanced with thebenefit of multiple perspectives.Eighth Challenge- Create Coalitions
  • 35.  Influence provides a nest-egg opportunity Forming new relationships is important to strengthen thesystem support Learn what leverage may be used for convincing power &what competing forces may have to offer. Hone you ability to influence others & re-shape your team’sperceptions of choice.Eighth Challenge- Create Coalitions
  • 36. Keep Your Balance
  • 37.  Keep a balance between personal &professional life is an essential part ofbecoming a successful Leaders Three Pillars to form a solid foundation forbalance Adopting Success Strategies –Seeing each strategy yield positiveresults, you will feel more energy &confidence to take on more tasks Enforcing Personal Disciplines –Keeping within strict boundaries ofdiscipline helps one stay focussed &alert Building your support systems- Seeka good mix of people who can giveyou unbiased counsel both inside &outside your organizationNinth Challenge- Keep Your Balance
  • 38. To help stay focused on the proper areas and to keep a healthyperspective, it is critical to recognize and avoid the following traps. Riding off in all directions – You cant hope to focus others if you failto focus yourself. There are an infinite number of things you could do,but only a few that are critical. Focus on the critical. Undefended boundaries – If you dont establish appropriateboundaries of what you are willing and not willing to do, those aroundyou – bosses, peers, direct reports – wont know what is appropriate orinappropriate to bring to you. Brittleness – The uncertainty of transition can cause you to overcommit to a failing course of action. Know when to cut your losses. Isolation – As you work through your transition, it is easier than ever toallow yourself to be isolated from the people you most need to helpmake your transition successful.Ninth Challenge- Keep Your Balance
  • 39.  Work avoidance – With a transition, some decisionstake on a new level of importance. Because of ourtransition, we may have incomplete information.Consciously or unconsciously, this may lead you toavoid making the decision. Instead, take the bull bythe horns and tackle the task at hand. Going over the top – While a little stress is good forus, too much is, well, too much. Know your breakingpoint and be sure to stay on the healthy side of it.Ninth Challenge- Keep Your Balance
  • 40. Expedite Everyone
  • 41.  Organizations tend to border on dysfunction in the way they approach new rolesfor their people. The reality in most organizations is that people are thrown in tothe "deep end" of new roles and responsibilities. Not only do most organizationsnot create a plan to help ensure success, in many instances survival seems to bea test in and of itself. The best companies are those who foster a healthycompetition to reach the top, but who provide a level playing field complete withrules, regulations, and support. The key is to institutionalize the transition process,not just preventing those in new roles from failing, but for the organization to alsofind massive gains by moving everyone along the learning curve faster.Create a Common Language A common language makes everything make more sense. The needs for acommon language are many, but the following areas of common language arerequired at a minimum:Type of transition Have ways of identifying and communicating the unique circumstances of thetransition under way. (e.g., Is this a turnaround, realignment, start up, or is thegoal to sustain a current success?)Tenth Challenge -Expedite Everyone
  • 42.  Agenda for the types of learning required What are the technical, cultural, and political learninggoals that are required? Progress Specifically with the new boss in the five areas ofsituation, expectations, style, resources, and personaldevelopment. Priorities and goals for behaviour change Priorities for strengthening their advice-and-counselnetworkTenth Challenge -Expedite Everyone
  • 43.  “Survival of the Fittest” Help your direct people & team with their own transitions. Create a 90- day transition program to reach break-evenpoints faster. Create a common language Working with a team Bringing in people from outside Developing high potential leaders Strengthening succession planning Accelerating post-merger integrationTenth Challenge -Expedite Everyone
  • 44. RecapInterested &NotinterestingQuestions &Not answersExpectations& Notpromises
  • 45.  Gain trust via Listening Gain respect via Values Gain buy-in via incorporatingReflectionsBe Interested and Not InterestingTeam will be examining you through the lens of,“How will this person affect me “?
  • 46. ThanksYour comments to ramaddster@gmail.com

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