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The First 90 Days: Critical Success Strategies for New Leaders at All Levels Audio CD – CD, Unabridged, Audiobook, 8 August 2011

by Michael Watkins (Author)

374 ratings

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Drawing on real-world examples and his ground-breaking research on leadership, the author emphasizes the importance of successful performance during the first 90 days in a new position, providing a framework for success during this critical transition period.

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Product details

Language : English
ISBN-10 : 1596590440
ISBN-13 : 978-1596590441

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Amazon.com: 247 reviews

Mike Blaszczak

Useful title hampered by Kindle rendering and usability issues

22 October 2014 - Published on Amazon.com

Verified Purchase

I have this title on Kindle, and the issues with it are typical of why I won't buy more Kindle books.

One of the two strongest issues is that graphics are unreadable. There are simple tables -- grids of information -- in the book which render at a fixed size. I can't zoom them, they don't get larger or smaller when I change fonts. They're in a different color and font, and I can't read them. They're important tables, and that they're missing or unreadable diminishes the value of this book. Other titles (the technical titles that I'm most likely to read, in fact) would be completely useless if tables, graphs, and charts in them were rendered so poorly.

The other issue are the footnotes. The authors have thoughtfully added footontes the clarify some of their thoughts and reference some of the claims they make. The footnotes are hyperlinks. The Kindle UI is awful; it takes many presses to invoke the hyperlink. (Sometimes, it'll highlight a word to offer a definition. Other times, it will highlight a passage and expect me to add a note or annotation. In other instances, poking the hyperlink will turn the page. In extreme situations, I'm simply unable to invoke the hyperlink becuase of these issues.)

When I do invoke the hyperlink, it takes me further into the book where the page with the footnote is rendered. This is disruptive because now the Kindle thinks my current, and therefore my furthest position -- is much deeper into the text than it really is. It makes synchronization very difficult. Reverting to the page which has the hyperlinked footnote source is dangerous. If I press the back arrow, I'm fine. If I miss the back arrow and press "home", I end up back at the carousel and I can't return to the spot I was reading where I clicked the footnote hyperlink.

Issues like this are extremely disruptive to the reading process and terrible for such mature devices -- Amazon has been shipping Kindles for more than five years, yet such simple user interface issues still remain.

I regret buying this title on the Kindle because it depends on tables and footnotes. The Kindle is usually okay for reading fiction, but non-fiction books that rely on commonly applied typesetting features that I've described are hobbled by these user interface issues.

The content of this book itself is very helpful; five stars. I knock off two stars for the poor presentation. I'm not convinced the plan the book establishes can be carried out in ninety days, but the points are all salient. Some of them would be served by clearer examples and deeper advice; the message can be clear but the mechanism for realizing the goal might be more difficult for some readers than the author anticipates.

40 people found this helpful

Shannon Gaw

Good advice for the manager

5 November 2008 - Published on Amazon.com

Verified Purchase

Michael Watkins' "The First 90 Days" is ostensibly about improving a transition into a new leadership role and accelerating the typical 6.2 month break-even point of giving more value to the organization than received. Each chapter focuses on one of ten key transition strategies.

"Promote Yourself" and "Secure Early Wins" are all about the short-term but important goal of quickly establishing credibility. In "Accelerate Your Learning", Watkins goes about convincing us there are special, institutional and culture things we need to learn.

In "Match Strategy to Situation", the author expounds on an earlier proposition that failure is never just about the flaws of a new leader, but rather the adaptability of that leader's skills to the particular business situation. Watkins introduces the STaRS business lifecycle model which will be a continuing reference point throughout the rest of the book. The STaRS concept is really very simple - match strategy, actions, reactions, etc. to the business situation of the company and department. That situation will determine the degrees to which a leader dials various levers of control. While it is a simple concept, many often miss it, and enter into new roles with preconceived notions and habits from their previous role(s).

The "Negotiate Success" chapter is about managing your boss. There is very good advice here, beginning with taking 100% responsibility for the relationship. All of the insight here is applicable post-transition for an ongoing, successful relationship with your superior.

"Achieve Alignment" discusses balancing strategy, structure, systems, skills and culture. "Build Your Team" offers wisdom on the right moves to make upon inheriting the new team, but much of the advice will be invaluable for managing them for the duration. The chapter contains a model for a decision making strategy within the team, noting different types of decisions call for different styles.

"Create Coalitions" counsels the manager to reach out beyond their reporting chain and build relationship capital before they need it. Every organization has its shadow structure of informal networks of influence and power. There is also good analysis on choice shaping, entanglement strategies and building momentum.

"Keep Your Balance" offers some final advice about balancing all the previous strategies and maintaining self-discipline both in your professional and personal life. Watkins then spends the last chapter or two advocating industry and organizational attention to the transition phase of leadership, but the value for the reader/manager is to consider how their new direct reports will manage their transition.

Most of the chapters contain a "common traps" section which I found really effective for identifying where I personally had wandered off the path of best practices. Sometimes defining what you should not do is more enlightening than the original advice of what you should do. Each chapter ends with an "acceleration checklist", which I first thought were summary questions typical of text books, but upon actually reading found they stimulate further thought. Most chapters also begin with a short case study, which while valuable for an introduction, could have been expounded upon and used more effectively.

Watkins' says this goal of the 90 day transition is to "build momentum by creating virtuous cycles that build credibility and avoiding getting caught in vicious cycles that damage credibility." But the advice and strategies put forth in his book go far beyond the initial entry into the role and are applicable to general, ongoing management and leadership. The main flaw of "The First 90 Days" is its dry, academic presentation. It's hard to get through and easy to get impatient and skim past some really good insight. Watkins may be a career professor, and may write like one as well, but his insight does reflect command over cultural and political nuances of leadership that one usually only discovers by living through it over a career.

14 people found this helpful

Tom E. DeShovelle

If only the HIRING folks would read it ....

31 May 2011 - Published on Amazon.com

Verified Purchase

As I write this, I'm two weeks away from starting a new CFO job at an emerging medical practice, following 13 years at the director level in a private medical group, and 13 at the Controllership level in hospitals. This transition is a critical one, in that leveraging the past career experiences has landed me at a pinnacle of sorts. Thus it's important to be able to hi the ground running.

Throughout the book, I reflected on how Watkins' approach might have best served me in previous leadership roles; moreover it helped me identify the kind of leader I did not want to become, as many of the "don'ts" looked all too familiar in the form of a recently installed new leader I'd worked with. Beyond trying to mold the kind of leader I did want to be, Watkins balances those cautions of what things to avoid doing in the critical acclimation phase.

Interestingly, Watkins uses some frightening statistics to show how few companies (large and small) have formal indooctrination programs to help new managers & leaders assimilate to the organizations' culture, identify current leaders and form an understanding of its processes and politics. Most are highly Darwinian "sink or swim" environments. Perhaps this should be essential CEO/HR reading ?

4 people found this helpful

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