 I heard from a few other business authors and coaches about the book The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter by Michael D. Watkins, and I just finished reading it recently. It was a good introduction to coming up to speed as a new hire, promotion, or role/department transfer, as well as how to be a good manager to new hires. The checklists and business analysis frameworks in the book were well structured and can be applied to many other situations beyond what this book covers. A higher level/meta lesson inherent is the value of preparation and strategic thinking -- taking thoughtful action in consideration of the context and situation. My main notes and takeaways are below. Intro
Leadership and role transitions, new hires Reaching breakeven point of contributing as much value as costing Transition traps Negative and positive feedback loops 1 prepare yourself Let go of past and prepare for new situation and role Promotions Balance breadth and depth Rethink what you delegate Influence differently Create and maintain alliances Exhibit the right presence Business orientation Learn about business as a whole Stakeholder connection Building horizontal relationships Expectation alignment Understand expectations from all Cultural adaptation Shared languages and processes Identifying norms 2 accelerate your learning Manage learning as investment process Ask questions about past, present, future Shadow organization Various sources of info Script of questions to ask in internal interviews SWOT analysis Structured methods for learning Learning objective and learning plan Learning as primary focus first 30 days 3 match strategy to situation Stars model for different situations Startup Turnaround Accelerated growth Realignment Sustaining success Leading change in turnaround vs realignment Comp different for each situation 4 negotiate success Negotiate with boss to shape game and expectations Bring problems and also plans to solve Don’t expect boss to change. Adapt to their style Get bad news on table early 5 conversations Situational diagnosis situation in stars model Expectations of what you need to do and measure performance Resources like funding and personnel and different scenarios Style of interaction and communication and autonomy Personal development and how you can grow Planning situation conversation Explain shared language Match boss support to situation Planning expectations conversation Match to situation Aim for wins in boss’s priorities Identity untouchables Educate boss on what you should achieve Underpromise and overdeliver Clarify constantly and confirm Ask same question in different ways Consider how boss will be evaluated Planning resource conversation Decided what resources needed to succeed vs what have Different goal scenarios vs resources Negotiate for resources Mutually beneficial exchanges Link resources to results Underlying principles and interests Planning style conversation Diagnose boss’s style Which decisions to be consulted on You must adapt to boss’s style Surface difficult issues Planning personal development conversation After 90 days What skills can grow Get buy in on written 90 day plan Meeting after each 30 day block Golden rule of transitions Be the boss you want to have Deal with your new direct reports the way you want Have key 5 convos with your new reports 5 secure early wins Making waves of change through transition Plan your waves of making successive changes First wave of change to secure early wins and low hanging fruit Second wave more about strategy and structure Focus on business priorities Identify and support behavioral changes Identify unwanted behaviors Get wins that support your boss Build personal credibility Demanding but able to be satisfied Accessible but not too familiar Decisive but judicious Focused but flexible Active without causing commotion Willing to make tough calls but humane Early project evaluation checklist FOGLAMP project checklist: focus, oversight, goals, leadership, abilities, means, and process Diagnostic framework for managing change 6 Achieve alignment Strategic direction Customers Capital Capabilities Commitments Aligning core processes Reliability Productivity Process and workflow map 7 build your team Traps Criticizing previous leadership Keeping existing team too long Not balancing stability and change Not working on org alignment and team building in parallel Not holding on to good people Undertaking team building before core in place Making implementation decisions too early Trying to do all yourself Rigorously assess who you inherited Table of evaluation criteria Structured interviews of each person Put in buckets like observe, replace high priority, replace low priority Alignment teams Mix of push and pull tools Vision statement inspiration Offsite meeting checklist 8 create alliances Define influence objectives Identifying influential players and what you need them to do and when Map influence networks and draw influence diagrams Identify supporters and opponents and persuadables Framing arguments to each person Incrementalism Shared diagnosis of problem Careful sequencing of influencing and spreading idea 9 manage yourself Traps Unclear boundaries Rigidity Isolation Work avoidance 90 day strategies Personal discipline Plan, work, evaluate cycle Focus on important not urgent Defer commitment. Never say yes on spot. Begin with no and say yes later. Go to the balcony. Structured self reflection Support Systems Stabilize home front Advisers Technical Cultural interpreters Political counselors 10 accelerate everyone Prioritize transitions across team including lateral moves and promos and new hires Reasons for transition failures Transition coaching different from development coaching
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