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The First 90 Days
By: Michael Watkins
Reviewed by:
Susan Reece, Ph.D. Dalton Spencer, author of
the Strategy Preference Indicator
Transitioning into a new role creates renewed
excitement for leaders, but is often
accompanied by a certain level of anxiety.
Those feelings of anxiety are often discounted
or unmentionable in the corporate world. Just
as in a relay race or during new product
development, the period of transition either
propels a team to victory or results in
missteps that sabotage the win. In The First
90 Days, Michael Watkins provides very
practical advice on accelerating optimal role
transitions for successful leadership.
Years ago when I was in graduate school, I
spoke to the CEO of market leading consumer
products organization who gave me some advice
that took me aback at the time. He shared a
story about gaining a very significant within
company promotion and inviting all of his
peers to his home for a “farewell” dinner. He
informed them of his new role and engaged in a
candid description of what that would mean in
their relationships. Back then, I had limited
appreciation for the value of articulating the
impact on collegial relationships so that no
one feels betrayed when one of the gang
becomes the senior leader. In my roles as an
executive and as a coach, I have engaged
others in dialogue about the importance of
making a mental break from the old
job--Watkins calls this “promoting yourself”
and identifies it a the first step toward
success in a new role.
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Within the context of
transition types, Watkins reminds leaders that
each situation presents challenges such that
previously effective approaches may not be
replicable. He outlines the opportunities
associated with start-up, turnaround,
realignment and sustaining success situations.
These descriptors apply at a work group level
as well as at a total organization level.
Diagnosing the transition type takes inquiry
and accelerated learning. An accurate
diagnosis will ensure that your efforts are on
target. For example, a realignment situation
means that cultural norms are thwarting high
performance while a sustaining success
situation poses the opportunity to take a high
performing organization to the next level.
Each has differing implications for how work
is planned, measured in human capital
decisions. Next, Watkins stresses creating
early wins, defining expectations with the new
boss, achieving alignment as an organizational
architect, building teams/coalitions and
maintaining balance.
As leaders face new
roles, they must ask themselves whether they
have the skills and commitment needed to
implement the decisive actions. Watkins
assists readers with examples and models to
build skills as well as provocative questions
regarding the personal courage needed for
action. Chapters conclude with practical
questions and easy-to-implement techniques for
immediate application. I recommend this book
in my coaching work with newly promoted
leaders as a regulator valve for the fire hose
spray assault of challenges, information and
the internal quest for mastery.
Beyond being a read for navigating a new job,
the book’s insight is foundational in defining
the tasks and considerations relevant for
anyone in a leadership position. Leaders could
use this book as an annual checklist to assess
whether they are continuing to provide
valuable and stimulating leadership as the
day-to-day tribulations burnish the luster of
the job.
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