From the book: The First 90 Days by Michael Watkins
The President of the United States gets 100 days to prove himself; you get 90 days.
The breakeven point for you is the point at which new leaders have contributed as much value to their new organization as they have consumed from it.
Plan for new leaders:
- Promote yourself – make a mental break from your old job; prepare to take charge of the new one
- Accelerate your learning – Climb the learning curve as fast as you can in your new organization
- Match strategy to situation – There is no one universal rule for success in transition; diagnose your situation; clarify the challenges and opportunities
- Secure early wins – Early wins builds your credibility and creates momentum; they create virtuous cycles that leverage the energy you are putting into the organization to create a sense that good things are happening
- Negotiate success – Create and build a productive working relationship with your new boss
- Achieve alignment – The higher you rise, the more you have to play the role of organizational architect
- Build your team – Evaluate, restructure, and plan strategically
- Create coalitions – Success includes influencing people outside your direct line of control
- Keep your balance – Maintain your equilibrium and preserve your ability to make good judgements
- Expedite everyone – Direct reports, bosses, and peers should accelerate their transition, the quicker you get everyone up to speed, the more you will help your own performance.
Your transition begins the moment you learn you are being considered for the new job and continues through your first 90 days after you begin the job.
- Assess your vulnerabilities – technical, political, or cultural problems
- Watch your strengths – self-discipline, team building, advice and counsel
- Relearn how to learn – learn how to learn from failures
- Rework your network – watch out for people who want to hold you back
Create your 90-day plan
- Develop yourself as a boss
- Design your organizational architecture
- Avoid some common traps
- Shape your group structures – units, decision rights, performance measurement & reward, reporting relationships, and information-sharing process
- Get started