The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded Hardcover – 14 May 2013
by
Michael D. Watkins
(Author)
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Product details
- Language : English
- Hardcover : 304 pages
- ISBN-10 : 1422188612
- ISBN-13 : 978-1422188613
-
Best Sellers Rank:
4,380 in Books (See Top 100 in Books)
- 85 in Business Management
- Customer reviews:
Product description
Review
His wisdom, and research, has helped many masterfully onboard into new positions.” Forbes.com
Watkins has taken a rather prosaic proposition (first impressions count) and built around it a handbook that grown-ups can use in business, particularly in times of change and transition.” Idealog (New Zealand)
A useful addition to leadership studies collections.” Choice magazine
The First 90 Days is a rich source of material for any executive coach and of course any uncoached executive. I highly recommend it.” Coaching Today
The First 90 Days and its digital counterpart serve as valued resources for leaders just stepping into a critical new rolewhen first impressions matter so much, and every word or deed can tip the scale of public opinion.” T+D magazine (American Society for Training & Development)
No business holding should be without this expanded coverage.” Midwest Book Review
Any person who gets a new job or promotion or position, can use this book to be more effective in the first 3 months on the job . It is no doubt that [The First 90 Days] has lasting-power and will remain popular and useful for many years to come.” 800 CEO READ
packed with practical suggestions for how to successfully navigate through new scenarios.” GuruFocus.com
In his seminal book The First 90 Days, Michael Watkins advises that, as a leader in the first 90 days of a new leadership role, you should promote yourself, accelerate your learning, match your strategy to the situation, and create coalitions.” FastCompany.com
a superb guide” Globe & Mail
Watkins has taken a rather prosaic proposition (first impressions count) and built around it a handbook that grown-ups can use in business, particularly in times of change and transition.” Idealog (New Zealand)
A useful addition to leadership studies collections.” Choice magazine
The First 90 Days is a rich source of material for any executive coach and of course any uncoached executive. I highly recommend it.” Coaching Today
The First 90 Days and its digital counterpart serve as valued resources for leaders just stepping into a critical new rolewhen first impressions matter so much, and every word or deed can tip the scale of public opinion.” T+D magazine (American Society for Training & Development)
No business holding should be without this expanded coverage.” Midwest Book Review
Any person who gets a new job or promotion or position, can use this book to be more effective in the first 3 months on the job . It is no doubt that [The First 90 Days] has lasting-power and will remain popular and useful for many years to come.” 800 CEO READ
packed with practical suggestions for how to successfully navigate through new scenarios.” GuruFocus.com
In his seminal book The First 90 Days, Michael Watkins advises that, as a leader in the first 90 days of a new leadership role, you should promote yourself, accelerate your learning, match your strategy to the situation, and create coalitions.” FastCompany.com
a superb guide” Globe & Mail
About the Author
Michael D. Watkins is a cofounder of Genesis Advisers, a leadership development consultancy that specializes in the design of onboarding and transition acceleration solutions, workshops, and coaching for Fortune 500 companies.

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Most helpful customer reviews on Amazon.com
Amazon.com:
4.4 out of 5 stars
855 reviews

alex phillips
1.0 out of 5 stars
nope
25 November 2018 -
Published on Amazon.comVerified Purchase
I was so excited to find a book about the first 90 days at a new job since I just started my new job. Too bad this book was pretty worthless. I found the writing sexist - all the males were doing these great things and about the only time the writer used the female pronoun it was about a bad employee. I could have over looked that if the advice was any good. One scenario given was to suggest to play managers off each other until one of the them quits so you can replace them with who you want. That is advice for creating a toxic workplace.
224 people found this helpful

JustinHoca
5.0 out of 5 stars
Must-read for any manager or new employee
13 February 2015 -
Published on Amazon.com
This is a really useful book filled with sage advice for anyone assuming a leadership position, particularly as a former outsider to the organization. It's filled with reminders that you don't walk in with "the answer," that instead winning the trust and respect of your cohorts is a learning process that you should begin with great intensity. The first half of the book relates directly to someone who is assuming a management role, the next quarter of the book is about what to do as a new employee serving under a boss or bosses (perhaps as a mid-level manager). The last bit of the book gives a brief introduction to strategic thinking and the book concludes with questions to ask yourself (and your family) in evaluating your transition. It is applicable to any firm, church, non-profit, and even (mostly) the government.
Here's a summary of the points I gleaned:
- Establish your integrity in first 30 days.
- Learn all you can about the organization, put on your "historian" hat.
- Don't suggest changes without examining what has been done previously.
- Silence is not accession.
- Meet with everyone in the organization to evaluate their expectations. Ask them what they think you should focus on.
- Ask same questions of all so no one treated different and you have a cross-section.
- Look for "early wins," low-hanging fruit of improvements you can make or other things to boost morale.
Dealing with your boss in the first 30 days:
- Be proactive, assume it's on your shoulders to build the relationship and get the support you need.
- Schedule meetings to discuss expectations, evaluations, and personal development.
- Figure out what would give your boss "early wins." Make his priorities your priorities.
- Be proactive in doing things that will allow your boss to hear from people he trusts that you're a good worker.
- Don't bring your boss bad news early, at least without bringing good news too.
- Don't assume he will change. He has a style, foibles, accept them and work around then and move on. You can learn a lot from a bad boss, and you will likely have many.
- Examine how others relate to your boss and how he responds.
Strategy
- Begin figuring out who you need to move off your team immediately, whose roles need to change, and who you need to evaluate further.
- Think strategically. After your first 90 days you should be able to present a plan that is actionable.
- Evaluate the vision of the organization, its values, and use SWOT analysis.
Ask yourself feedback questions every week.
- What isn't going well. Why? What can you change?
- What are you least happy about. What can you change about it?
- What meeting troubled you the most? ""
- What conflict needs to be most resolved? ""
Family also has to be considered. How is your new role and time commitment affecting your family? Was the move worth it?
The author doesn't state it like this, but focus on doing what's best next.
I give this book 4.5 stars out of 5. I highly recommend it.
Here's a summary of the points I gleaned:
- Establish your integrity in first 30 days.
- Learn all you can about the organization, put on your "historian" hat.
- Don't suggest changes without examining what has been done previously.
- Silence is not accession.
- Meet with everyone in the organization to evaluate their expectations. Ask them what they think you should focus on.
- Ask same questions of all so no one treated different and you have a cross-section.
- Look for "early wins," low-hanging fruit of improvements you can make or other things to boost morale.
Dealing with your boss in the first 30 days:
- Be proactive, assume it's on your shoulders to build the relationship and get the support you need.
- Schedule meetings to discuss expectations, evaluations, and personal development.
- Figure out what would give your boss "early wins." Make his priorities your priorities.
- Be proactive in doing things that will allow your boss to hear from people he trusts that you're a good worker.
- Don't bring your boss bad news early, at least without bringing good news too.
- Don't assume he will change. He has a style, foibles, accept them and work around then and move on. You can learn a lot from a bad boss, and you will likely have many.
- Examine how others relate to your boss and how he responds.
Strategy
- Begin figuring out who you need to move off your team immediately, whose roles need to change, and who you need to evaluate further.
- Think strategically. After your first 90 days you should be able to present a plan that is actionable.
- Evaluate the vision of the organization, its values, and use SWOT analysis.
Ask yourself feedback questions every week.
- What isn't going well. Why? What can you change?
- What are you least happy about. What can you change about it?
- What meeting troubled you the most? ""
- What conflict needs to be most resolved? ""
Family also has to be considered. How is your new role and time commitment affecting your family? Was the move worth it?
The author doesn't state it like this, but focus on doing what's best next.
I give this book 4.5 stars out of 5. I highly recommend it.
536 people found this helpful

RMF
4.0 out of 5 stars
Very good!
18 December 2018 -
Published on Amazon.comVerified Purchase
I liked this book a lot. It has a simple language, easy to understand. Overall a quick read that provides a lot of value to the reader. It is useful for any kind of professional transition, no matter if you are just being promoted for the first time or moving to a high level CxO position. This is a book that you're not supposed to just read once and then leave it to collect dust on the shelf. Revisit it often whenever you face a new transition or your company is facing change that affects you, or your boss has new expectations/demands on you.
There is a lot of information in this book that is difficult to capture with only one reading.
I like to make a summary of each chapter as that helps me solidify the most important pieces of information.
Then I print each summary and attach it to its corresponding chapter for easy reference.
Keep the book by your bedside and use it often like a beacon to guide you on your professional life's transitions/changes. Books like this should be mandatory reading for anyone interested or requested to take on a leadership position.
Another winner book by the HBR press.
I have yet to find a book that I've found lacking from that publisher.
There is a lot of information in this book that is difficult to capture with only one reading.
I like to make a summary of each chapter as that helps me solidify the most important pieces of information.
Then I print each summary and attach it to its corresponding chapter for easy reference.
Keep the book by your bedside and use it often like a beacon to guide you on your professional life's transitions/changes. Books like this should be mandatory reading for anyone interested or requested to take on a leadership position.
Another winner book by the HBR press.
I have yet to find a book that I've found lacking from that publisher.
17 people found this helpful

Pat
3.0 out of 5 stars
Better geared towards an executive.
23 November 2018 -
Published on Amazon.comVerified Purchase
I'll reread again when I get promoted to a new job with a higher up position. I'm a salesman, so even though I'm not an executive myself, I sell to them, so I thought I could pick some things up from this book. I could, I guess, but not a lot.
17 people found this helpful