The First 90 Days

About the Author

Michael Watkins, an esteemed associate professor of business administration at Harvard Business School, is a prominent figure in the field of leadership and transition management. His deep understanding of organizational dynamics and strategic leadership has made him a sought-after expert. Watkins has authored several influential books, including "Breakthrough Business Negotiation: A Toolbox for Managers," "Right From the Start: Taking Charge in a New Leadership Role," and "Leadership Transitions." His work emphasizes practical strategies and tools for leaders to navigate the complexities of new roles effectively.

Main Idea

"The First 90 Days: Critical Success Strategies for New Leaders at All Levels" by Michael Watkins provides a comprehensive roadmap for leaders embarking on new management roles. Watkins argues that the first 90 days are crucial for setting the tone and direction of one's tenure. During this period, small actions can have significant long-term impacts. The book equips leaders with strategies to diagnose their situations, establish priorities, and manage key relationships to create momentum and achieve early wins.

Table of Contents

• Promote Yourself
• Accelerate Your Learning
• Match Strategy to Situation
• Secure Early Wins
• Negotiate Success
• Achieve Alignment
• Build Your Team
• Create Coalitions

Promote Yourself

Watkins begins by emphasizing the importance of mentally preparing for a new role. This involves letting go of the past and fully embracing the new position. He highlights that many promising managers fail to transition effectively because they cling to their old roles and behaviors. The key is to establish a clear breakpoint and mentally visualize oneself in the new role. Watkins advises celebrating the transition with family and friends and seeking advice from trusted mentors. This mental shift is crucial for hitting the ground running and making a positive impact within the first 90 days.

Establish a Clear Breakpoint

Transitions often happen quickly, leaving little time for preparation. Watkins suggests picking a specific time to mentally prepare for the new role, such as a weekend, and using it to picture oneself being promoted. This helps in creating a mental image of letting go of the old job and embracing the new one. It's also beneficial to celebrate the move and seek quick advice from advisors to get into the right mindset.

Hit the Ground Running

According to Watkins, the transition period begins as soon as one learns about the new position and ends about 90 days after starting the job. This timeframe is critical as key stakeholders expect the new leader to make an impact by then. Using this period to educate oneself about the organization and assessing vulnerabilities is vital. Recognizing one's problem preferences and working on areas that might not come naturally can help in overcoming vulnerabilities.

Accelerate Your Learning

Watkins emphasizes the importance of accelerating learning to avoid failure in a new role. New leaders must absorb a vast amount of information quickly, focusing on both technical and cultural aspects of the organization. Defining a learning agenda, ideally before formally entering the organization, helps in prioritizing what needs to be learned. This agenda should include questions that guide the inquiry and help in making informed decisions.