first 90 days
A comprehensive guide for leaders transitioning into new roles, offering a systematic approach to succeeding in the crucial first 90 days. Watkins provides proven strategies for assessing situations, building teams, creating coalitions, and achieving early wins. The book emphasizes the importance of accelerating learning, matching strategy to situation, and avoiding common transition traps that derail new leaders.
Buy the book on AmazonHighlighting Quotes
- 1. The actions you take during your first three months in a new role will largely determine whether you succeed or fail.
- 2. Avoid the temptation to stay too long in the diagnostic and planning phases; you need to be seen to be adding value.
- 3. Your success or failure during the first 90 days will set the trajectory for your entire tenure in the role.
Chapter 1 The Crucible of Transition
The commencement of a new leadership role is akin to stepping into a crucible, a space of intense pressure and transformation where the familiar is shed, and the unproven must be forged. Michael D. Watkins, in "The First 90 Days," posits that this initial period is not merely a grace period but a critical window of opportunity, a launchpad that can significantly influence a leader's long-term success. This transition phase is a complex psychological and strategic undertaking, demanding a clear understanding of the challenges and a proactive approach to seizing control. For the uninitiated, the sheer volume of new information, the shifting power dynamics, and the weight of expectation can be overwhelming, leading to a sense of disorientation. Watkins emphasizes that the most effective leaders do not simply react to these changes; they anticipate them, preparing themselves mentally and practically for the unique demands of their new environment. This preparation involves a deep dive into the organization's history, its current state, and its future aspirations. It's about understanding the unwritten rules, the prevailing culture, and the key players who will shape the journey ahead. The initial days are often characterized by a dual imperative: to learn and to lead. Balancing the need to absorb information without appearing indecisive, and to assert a presence without appearing arrogant, requires a delicate touch and a strategic mind. The temptation for new leaders is often to make immediate, sweeping changes, driven by a desire to prove their worth. However, Watkins cautions against this haste, advocating instead for a period of thoughtful observation and diagnostic analysis. This foundational phase is where leaders gather the intelligence necessary to make informed decisions, build trust, and set a clear direction. It's a time for listening more than speaking, for observing more than acting, and for understanding the intricate tapestry of the organization before attempting to reweave it. The success of the first 90 days, therefore, is not measured by the magnitude of changes implemented, but by the quality of understanding gained and the foundation laid for future efficacy.
The psychological impact of a leadership transition cannot be understated. Leaders often grapple with imposter syndrome, the fear of not being good enough, particularly when stepping into roles with a steep learning curve. The sheer volume of new information - from organizational structures and processes to interpersonal relationships and strategic objectives - can feel like an insurmountable deluge. Watkins frames this as a period of 'situational assessment,' urging leaders to actively seek out information and clarify expectations. This involves initiating conversations with key stakeholders, not just to gather data, but to begin the crucial process of relationship building. Understanding the perspectives of subordinates, peers, and superiors is paramount. Each conversation is an opportunity to learn about the organization's history, its triumphs, its failures, and its current challenges. It's about identifying the "stars" and the "stumbling blocks," the informal power brokers, and the underlying currents that drive decision-making. The goal is to move beyond superficial impressions and to gain a nuanced understanding of the organizational ecosystem. This diagnostic phase is not a passive exercise; it requires intentionality and a structured approach. Leaders need to develop a framework for analyzing the information they receive, distinguishing between rumor and fact, and identifying the root causes of observed behaviors and outcomes. The ability to synthesize disparate pieces of information into a coherent picture is a hallmark of effective leadership during transition. Moreover, this early period is crucial for establishing credibility. Leaders must demonstrate competence, but also humility. They need to show that they are willing to learn and that they value the expertise of those already within the organization. This means acknowledging what they don't know and being open to different perspectives. The initial impressions formed during these first 90 days can be difficult to alter, making it imperative for leaders to be mindful of their behavior, their communication, and their decision-making processes. The leadership transition is, in essence, a performance art, where every action and word is scrutinized, and the ability to navigate this scrutiny with grace and strategic foresight is key to building the confidence and support needed for sustained success.
Watkins's framework highlights the critical importance of self-awareness during this transitional phase. Leaders must understand their own strengths, weaknesses, and biases, and how these might impact their ability to adapt to a new environment. The skills that brought them success in their previous roles may not be directly transferable, and they must be willing to unlearn as well as learn. This requires a level of introspection and emotional intelligence that allows them to recognize when they are falling back on familiar but potentially ineffective patterns. Furthermore, the transition is often a period of intense personal adjustment. Leaders may be relocating, adjusting to new work-life balances, and dealing with the emotional toll of leaving behind familiar colleagues and professional networks. Managing these personal challenges is as important as managing the professional ones, as burnout and stress can significantly impair judgment and effectiveness. The ability to maintain resilience, to bounce back from setbacks, and to stay focused on the long-term objectives is crucial. This involves building a support system, both professionally and personally, and developing coping mechanisms to manage the inherent pressures of leadership. The first 90 days are not just about understanding the business; they are about understanding oneself within the context of a new business. It's a journey of discovery, both of the organization and of the leader's own capabilities and limitations. By approaching this period with a structured mindset, a commitment to learning, and a willingness to engage authentically with others, leaders can transform the inherent challenges of transition into a powerful catalyst for growth and success.
The initial diagnostic phase is also about understanding the organization's "operating system" - its culture, values, and norms. Watkins emphasizes that these elements, often intangible, are powerful drivers of behavior and performance. Failing to grasp the nuances of organizational culture can lead to missteps and alienation. Leaders need to observe how decisions are made, how conflicts are resolved, and how information flows. Are these processes formal or informal? Transparent or opaque? Collaborative or hierarchical? The answers to these questions provide vital clues about the organization's capacity for change and the most effective ways to influence its direction. This cultural intelligence is acquired not just through formal analysis, but through informal interactions, casual conversations, and observing the unspoken cues that permeate the workplace. A leader who can decipher these subtle signals is better equipped to navigate the political landscape, build alliances, and foster a sense of shared purpose. The first 90 days are a period of intense learning, but this learning must be action-oriented. The insights gained need to be translated into a strategic plan that addresses the most pressing issues and sets the organization on a path toward its goals. This requires prioritizing the challenges, identifying the key levers for change, and developing a clear roadmap for execution. The ability to distinguish between urgent and important, and to focus on initiatives that will yield the greatest impact, is a critical skill during this phase. Ultimately, the first 90 days are a testament to a leader's ability to adapt, to learn, and to lead effectively in a new and often demanding environment. It is a crucible that shapes not only the leader but also the future trajectory of the organization.
Chapter 2 Navigating the New Landscape
Entering a new leadership role is like arriving in uncharted territory; the terrain is unfamiliar, the maps are incomplete, and the weather can be unpredictable. Michael D. Watkins's "The First 90 Days" guides leaders through this crucial initial period by emphasizing the need for a systematic approach to understanding and engaging with their new environment. This phase is not about arriving with all the answers, but about developing the capacity to ask the right questions and to listen intently to the responses. The landscape of a new organization is shaped by a complex interplay of formal structures, informal networks, historical precedents, and cultural norms. To navigate it successfully, leaders must first identify the key players - the individuals and groups who hold influence, shape opinions, and drive decision-making. This involves mapping out the formal hierarchy, but also understanding the informal power structures, the relationships that transcend titles, and the unspoken alliances that can either support or impede progress. These early connections are vital for gathering intelligence, building rapport, and securing buy-in for future initiatives. Watkins stresses the importance of conducting a thorough assessment of the organization's strengths, weaknesses, opportunities, and threats (SWOT). This is not a mere academic exercise, but a practical tool for identifying the most critical challenges and the most promising avenues for improvement. This assessment requires a deep dive into the organization's financial performance, operational efficiency, market position, and talent pool. It also necessitates an understanding of the underlying cultural dynamics, the values that are espoused versus those that are practiced, and the unwritten rules that govern behavior. The leader's ability to synthesize this information into a clear and concise diagnosis is fundamental to setting a strategic direction.
The process of learning the new landscape involves engaging with a diverse range of stakeholders. This includes direct reports, peers in other departments, superiors, and even external partners or customers. Each interaction is an opportunity to gather different perspectives and to build relationships based on trust and mutual respect. Watkins advises leaders to adopt a learning-oriented mindset, approaching each conversation with curiosity and a genuine desire to understand. This means asking open-ended questions, actively listening, and resisting the urge to jump to conclusions or offer immediate solutions. It's about creating an environment where people feel comfortable sharing their insights and concerns, knowing that their contributions are valued. The ability to discern the true nature of the organization's challenges, separating symptoms from root causes, is paramount. This diagnostic phase often reveals conflicting priorities, entrenched interests, and deeply ingrained habits that can resist change. A leader's effectiveness hinges on their capacity to identify these complexities and to develop strategies that address them in a nuanced and impactful way. The initial impressions formed during these first 90 days are often lasting, so it is crucial for leaders to project competence, approachability, and a clear sense of purpose. They must demonstrate that they are not simply there to impose their will, but to collaborate, to learn, and to lead the organization toward a shared future. This proactive engagement with the new landscape is the bedrock upon which all subsequent leadership actions will be built, shaping the leader's reputation and the organization's trajectory.
Navigating the new landscape also means understanding the organization's current performance and identifying areas for immediate improvement. Watkins emphasizes that leaders should look for opportunities to achieve "early wins"〞tangible successes that demonstrate competence and build momentum. These early victories can be small but significant, such as streamlining a process, resolving a persistent issue, or achieving a departmental goal ahead of schedule. They serve to build confidence within the team, signal a new direction, and establish the leader's credibility. However, these wins must be strategically chosen, aligning with the broader objectives of the organization and avoiding the perception of superficiality. The leader must also be adept at managing expectations. During the initial phase, it is natural for employees and stakeholders to be curious and eager to understand the leader's vision and plans. Providing clear, consistent, and honest communication about the process of assessment and planning is essential. This transparency fosters trust and mitigates anxiety, allowing the organization to focus on its work rather than succumbing to speculation. The ability to articulate a compelling vision, even in the early stages of understanding, is a powerful tool for galvanizing support and inspiring commitment. This vision should be grounded in the realities of the organization's current situation but also point towards a desirable future. It's about painting a picture of what is possible and outlining the path to get there. The new landscape is not just about the internal workings of the organization; it also encompasses its external environment〞its competitors, its customers, and the broader market trends. Leaders must quickly gain an understanding of these external forces and how they shape the organization's opportunities and threats. This outward-looking perspective is crucial for developing a strategy that is both relevant and competitive.
Moreover, the process of diagnosing the new landscape involves understanding the organization's inherent capabilities and limitations. What are the core competencies that provide a competitive advantage? Where are the gaps in skills, technology, or resources? Identifying these factors is critical for making informed decisions about resource allocation, strategic investments, and potential partnerships. Watkins suggests that leaders should not hesitate to challenge existing assumptions and to question the status quo. This critical approach is necessary to uncover inefficiencies, outdated practices, and untapped potential. The willingness to ask "why" and to explore alternative solutions is a hallmark of effective leadership. The first 90 days are a dynamic period where the leader is simultaneously learning, adapting, and beginning to shape the organization's future. The ability to navigate this complex interplay of internal and external factors, to build relationships, and to identify opportunities for impact, is what defines success in this critical transition phase. It is a continuous process of observation, analysis, and engagement, all aimed at laying a strong foundation for long-term leadership effectiveness.
Chapter 3 Building Your Founding Team
The success of any leader hinges not only on their own capabilities but also on the strength and cohesion of the team they assemble. In the critical first 90 days, Michael D. Watkins emphasizes that building a high-performing founding team is paramount. This isn't merely about filling positions; it's about strategically selecting individuals who complement the leader's strengths, address their weaknesses, and possess the skills and drive necessary to execute the emerging vision. This process begins with a clear understanding of the team's required capabilities and the specific roles that need to be filled. The leader must move beyond simply replicating their own skill set and instead focus on creating a diverse and well-rounded group. This often means identifying individuals who bring different perspectives, experiences, and expertise to the table, fostering a dynamic environment where innovation and problem-solving can flourish. The selection process itself must be rigorous and discerning. Watkins advocates for a deliberate approach that goes beyond superficial qualifications, delving into candidates' past performance, their ability to collaborate, and their alignment with the organization's emerging values. This involves thorough interviews, reference checks, and perhaps even practical assessments to gauge their true capabilities and their potential fit within the team. The aim is to build a team of "stars," individuals who are not only technically proficient but also possess a strong work ethic, a commitment to excellence, and the ability to thrive in a dynamic and evolving environment. The initial formation of this team sets the tone for future collaboration and performance. It is crucial to establish clear expectations from the outset, defining roles, responsibilities, and performance standards. This clarity ensures that everyone understands their contribution to the collective effort and how their work aligns with the overall objectives.
Beyond recruitment, fostering team cohesion and shared purpose is a critical undertaking during this foundational period. A leader must actively cultivate an environment where trust, open communication, and mutual respect are the norm. This involves creating opportunities for team members to connect, to understand each other's strengths and working styles, and to build rapport. Team-building activities, regular check-ins, and a commitment to transparent communication are essential tools for achieving this. Watkins highlights the importance of defining and communicating the team's purpose and vision. When individuals understand the larger goals they are working towards and how their contributions fit into the bigger picture, their motivation and engagement increase significantly. This shared sense of purpose acts as a unifying force, helping the team to overcome challenges and to stay focused on its objectives. The leader must also be adept at managing diverse personalities and working styles. Different individuals will approach tasks and challenges in unique ways, and the leader's role is to harness this diversity, leveraging it as a source of strength rather than a potential point of conflict. This requires active listening, empathy, and the ability to mediate disagreements constructively. By creating a safe space for dissent and encouraging a culture of constructive feedback, the leader can ensure that the team benefits from a wide range of perspectives without succumbing to internal divisions.
The early days of team formation are also about establishing a strong operational framework. This includes setting up effective communication channels, defining decision-making processes, and implementing performance management systems. The leader must ensure that the team has the necessary resources, tools, and support to succeed. This might involve advocating for resources, removing obstacles, and providing the guidance and coaching that team members need to develop their skills and perform at their best. Watkins emphasizes that the leader's role is not to micromanage, but to empower and to enable. By providing clear direction, fostering autonomy, and offering constructive feedback, the leader can create an environment where individuals feel valued, challenged, and motivated to excel. This delegation of authority, coupled with the provision of necessary support, is key to unlocking the full potential of the team. The process of building a founding team is an ongoing one, even within the first 90 days. The leader must remain observant, continuously assessing team dynamics, individual performance, and overall effectiveness. This assessment allows for timely adjustments, whether it involves providing additional training, reassigning roles, or addressing performance issues. The ability to adapt and make necessary changes is crucial for ensuring that the team remains high-performing and aligned with the organization's evolving needs. The founding team is the engine that drives the leader's vision forward, and its strength and cohesion are critical determinants of success. By investing time and effort into building and nurturing this team, leaders lay the groundwork for lasting impact and sustained achievement.
Furthermore, the establishment of clear roles and responsibilities is a foundational element for any effective team. Watkins suggests that leaders should take the time to meticulously define what each team member is accountable for. This clarity minimizes confusion, prevents duplication of effort, and ensures that all critical tasks are addressed. It also empowers individuals by giving them ownership of their domains. Equally important is the establishment of a shared understanding of the team's objectives and how each role contributes to achieving them. This alignment ensures that individual efforts are directed towards common goals, fostering a sense of collective purpose. The leader acts as the orchestrator, ensuring that all parts of the team work in harmony. The early stages are also an ideal time to set performance expectations. What does success look like for each individual and for the team as a whole? Defining these metrics and communicating them transparently allows team members to understand how their performance will be evaluated and provides a clear benchmark for achievement. This also facilitates the process of providing feedback and recognition. Watkins also points out the importance of fostering a culture of accountability. This means that team members are not only responsible for their tasks but also for the outcomes of their work. When mistakes happen, the focus should be on learning and improvement, rather than blame. The leader must model this behavior, taking responsibility for their own decisions and actions. Finally, the leader's commitment to developing their team members is a crucial aspect of building a strong founding team. This involves identifying opportunities for growth, providing training and mentorship, and creating pathways for career advancement. By investing in their team's development, leaders not only enhance their team's capabilities but also foster loyalty and commitment, creating a self-sustaining cycle of high performance.
Chapter 4 Mastering the First 90 Days
The concept of "mastering the first 90 days" as outlined by Michael D. Watkins is not about arriving with an innate, effortless command, but rather about cultivating a deliberate and strategic approach to learning, leading, and building momentum. This period is a compressed timeframe where a new leader must absorb information, establish credibility, build relationships, and lay the groundwork for future success. Watkins emphasizes that this is a make-or-break period, and its effective navigation requires a proactive, rather than reactive, stance. The leader must move beyond the initial shock of a new environment and begin to actively shape their approach, understanding that perception is reality in the early stages. A key aspect of mastery involves developing a comprehensive business and personal plan for the transition. This plan should outline key learning objectives, identify critical stakeholders to engage with, define early priorities, and establish metrics for success. It is a living document that evolves as the leader gains more insight, but it provides a vital structure for managing the inherent complexities of the role. The plan serves as a compass, guiding the leader's actions and ensuring that their efforts are focused and aligned with organizational goals. Without a clear plan, it is easy to become overwhelmed by the sheer volume of demands and to lose sight of what truly matters. The leader must also commit to a rigorous process of self-assessment and continuous learning. This involves understanding their own strengths and weaknesses, identifying potential blind spots, and actively seeking feedback from others. The ability to adapt and refine one's approach based on new information is a hallmark of effective leadership, especially during a transition. This reflective practice allows the leader to stay grounded and to ensure that their actions are aligned with the needs of the organization and its people. Mastery in this context is about continuous improvement and a commitment to evolving as a leader.
A crucial element of mastering the first 90 days is the art of stakeholder management. This involves identifying all the key individuals and groups who have a vested interest in the leader's success and proactively engaging with them. Watkins stresses the importance of conducting a stakeholder analysis, categorizing individuals based on their level of influence and their attitude towards the leader. This analysis helps to prioritize engagement efforts and to tailor communication strategies for maximum impact. Building trust and rapport with these stakeholders is essential. This is achieved through active listening, demonstrating empathy, being transparent in communication, and following through on commitments. The leader must also be adept at managing expectations, clearly communicating their intentions, priorities, and the progress they are making. This proactive communication helps to build confidence and to mitigate potential misunderstandings or conflicts. The ability to align stakeholders around a shared vision and set of objectives is a testament to a leader's mastery of the transition process. This often involves navigating diverse perspectives, addressing concerns, and finding common ground. The leader acts as a conductor, orchestrating the efforts of various parties towards a common purpose. The success of the first 90 days is, in large part, a reflection of the leader's ability to gain the support and commitment of their key stakeholders.
Furthermore, mastering the first 90 days requires the leader to make a clear diagnosis of the organization's situation. This involves gathering information from various sources, analyzing data, and forming a nuanced understanding of the organization's strengths, weaknesses, opportunities, and threats. Watkins advocates for a structured approach to this diagnostic process, encouraging leaders to ask probing questions, challenge assumptions, and seek out diverse perspectives. The goal is to move beyond superficial observations and to identify the root causes of the organization's challenges and opportunities. This diagnostic insight is critical for developing an effective strategy and for making informed decisions. The leader must also be able to communicate their diagnosis clearly and compellingly to stakeholders, building consensus around the key issues and the proposed course of action. This communication must be framed in a way that resonates with the audience, highlighting the impact of the issues on their respective areas. The ability to articulate a compelling vision for the future, grounded in the diagnostic findings, is a key component of mastery. This vision provides a sense of direction and purpose, inspiring the organization to embrace change and to work towards shared goals. The leader's role is to translate this vision into actionable strategies, breaking down the overall objectives into manageable steps and assigning responsibilities. The first 90 days are a time for the leader to establish their presence and to set the stage for future accomplishments. By mastering this initial period through careful planning, proactive engagement, and a commitment to learning and adaptation, leaders can lay a robust foundation for long-term success and create a lasting positive impact on the organization.
The practical execution of the leader's vision also plays a pivotal role in mastering the first 90 days. Watkins stresses the importance of translating strategic intent into tangible actions and measurable outcomes. This involves prioritizing initiatives, allocating resources effectively, and establishing clear timelines for execution. The leader must be adept at managing projects, coordinating efforts, and ensuring that progress is being made. This often requires a strong understanding of operational processes and a willingness to delve into the details when necessary. The ability to identify and address potential roadblocks or obstacles before they derail progress is also crucial. This proactive approach to problem-solving demonstrates foresight and a commitment to achieving results. Moreover, the leader must establish a system for monitoring performance and providing regular feedback. This includes tracking key performance indicators (KPIs), conducting performance reviews, and offering coaching and support to team members. The goal is to create a culture of accountability and continuous improvement, where everyone is focused on delivering results and contributing to the team's success. By focusing on execution, the leader demonstrates their ability to turn plans into reality, building confidence and trust among their team and stakeholders. This practical demonstration of competence is a cornerstone of mastering the initial transition. Ultimately, the mastery of the first 90 days is a dynamic process that requires a blend of strategic thinking, interpersonal skill, and operational execution. It is about building a strong foundation of understanding, trust, and momentum that will propel the leader and the organization forward.
Chapter 5 The Art of Early Wins
In the high-stakes arena of a new leadership role, the ability to secure "early wins" is not merely a desirable outcome; it is a strategic imperative, a powerful mechanism for building momentum, establishing credibility, and fostering a positive outlook. Michael D. Watkins's "The First 90 Days" illuminates this critical aspect, emphasizing that these initial successes, however modest, can profoundly influence the trajectory of a leader's tenure. Early wins serve as tangible proof of competence, signaling to stakeholders - from direct reports to superiors and even external partners - that the new leader is capable of making a positive impact. They are the initial brushstrokes that begin to paint a picture of competence and effectiveness, dispelling doubts and building confidence. Watkins advises leaders to approach the identification and pursuit of early wins with a discerning eye, focusing on initiatives that are both achievable and impactful. This means understanding the organization's current pain points, identifying opportunities for quick improvements, and aligning these efforts with the broader strategic objectives. It's not about chasing superficial victories; it's about strategically selecting opportunities that demonstrate a clear understanding of the business and a commitment to driving tangible results. The process begins with a thorough diagnostic phase, where the leader immerses themselves in the organization's operations, culture, and challenges. This deep dive allows them to identify the most pressing issues and the areas where their intervention can yield the most immediate and visible benefits. A leader who can quickly diagnose problems and implement effective solutions will naturally create opportunities for early wins.
The selection of early wins should also take into account what is achievable within the initial 90-day timeframe. This requires a realistic assessment of resources, capabilities, and the political landscape. A win that is too ambitious or requires extensive buy-in from resistant factions may not be a wise choice for an early success. Instead, leaders should look for opportunities that can be executed relatively quickly and efficiently, demonstrating a capacity for decisive action. Watkins suggests focusing on areas where the leader has a personal advantage or where there is broad support for change. For instance, if a leader has a background in process improvement, they might identify an inefficient workflow that can be streamlined. If there is a widely acknowledged but unresolved operational bottleneck, addressing it can be a significant early win. The communication of these early wins is as crucial as their achievement. Leaders must ensure that their successes are visible and that their contributions are recognized by the relevant stakeholders. This involves clearly articulating the problem that was solved, the actions that were taken, and the positive outcomes that resulted. This communication should be consistent and tailored to different audiences, highlighting the impact on their respective areas. By effectively showcasing these early successes, leaders can build a narrative of progress and competence, reinforcing their position and creating a positive halo effect around their leadership.
Moreover, the pursuit of early wins should not come at the expense of long-term strategic goals. While immediate successes are important for building momentum, they must be integrated into the broader vision for the organization. A leader who focuses solely on short-term gains without considering the long-term implications risks alienating stakeholders and undermining their own credibility. Therefore, early wins should be chosen strategically, serving as stepping stones towards larger objectives. They are often the catalysts that create the necessary conditions for more significant changes to be implemented. For example, an early win in improving team communication might pave the way for more complex organizational restructuring. The leader must also be mindful of the potential for unintended consequences. Even seemingly small changes can have ripple effects throughout the organization, and it is important to consider these potential impacts before launching any initiative. This requires a holistic view of the organization and a deep understanding of its interconnected systems. The ability to anticipate and manage these potential consequences is a mark of a mature and strategic leader. By thoughtfully identifying, executing, and communicating early wins, leaders can effectively navigate the critical first 90 days, building a foundation of trust, credibility, and momentum that will serve them well throughout their tenure.
The human element in achieving early wins cannot be overstated. Watkins emphasizes that a leader's ability to rally their team and garner support from key individuals is fundamental to success. This involves clear communication of the objective, empowering team members with the necessary resources and autonomy, and fostering a collaborative environment. When a team feels invested in the outcome and is given the opportunity to contribute meaningfully, their commitment and performance are significantly enhanced. The leader's role is to inspire and to guide, creating an environment where individuals feel motivated to go the extra mile. Recognizing and celebrating the contributions of team members who are instrumental in achieving these early wins is also crucial. This public acknowledgment not only boosts morale but also reinforces the value of teamwork and dedication. It creates a positive feedback loop, encouraging further collaboration and high performance. The strategic selection of early wins also involves understanding the organization's culture. What types of successes are most valued and recognized? A win that resonates with the prevailing culture is more likely to be embraced and celebrated. This requires a nuanced understanding of the organization's values and norms, and how to align leadership actions with them. Ultimately, the art of early wins is about demonstrating effective leadership in a tangible way, building confidence, and setting a positive tone for future endeavors. It is a powerful tool for navigating the critical first 90 days and establishing a strong foundation for long-term success.
Chapter 6 Understanding Your Stakeholders
In the intricate ecosystem of any organization, a new leader must quickly develop a keen understanding of their stakeholders〞the individuals and groups whose interests, opinions, and actions can significantly influence their success. Michael D. Watkins's "The First 90 Days" dedicates substantial attention to this critical aspect, underscoring that effective stakeholder management is not an ancillary task but a core component of a leader's foundational strategy. The initial period is a crucial window for identifying these key players, mapping their influence, understanding their expectations, and building relationships that foster trust and collaboration. This process begins with a comprehensive stakeholder analysis, a systematic effort to identify everyone who has a stake in the leader's performance and the organization's future. This list extends beyond the obvious〞direct reports and superiors〞to include peers in other departments, key clients, influential board members, unions, and even external regulatory bodies. Each group possesses a unique perspective and a distinct set of concerns, and failing to acknowledge these can lead to missteps and resistance.
Once identified, the next step is to understand the nature of each stakeholder's interest and their level of influence. Watkins suggests categorizing stakeholders based on their power and their interest in the leader's agenda. This allows for a more strategic approach to engagement. High-power, high-interest stakeholders require close management and active involvement. High-power, low-interest stakeholders need to be kept informed and satisfied. Low-power, high-interest stakeholders can be valuable allies and should be kept engaged, while low-power, low-interest stakeholders require minimal monitoring. This nuanced understanding enables the leader to tailor their communication and engagement strategies, ensuring that their efforts are focused where they will have the greatest impact. Building rapport and trust with key stakeholders is paramount. This involves more than just transactional interactions; it requires genuine engagement, active listening, and demonstrating empathy. Leaders should seek opportunities to understand the concerns, motivations, and aspirations of their stakeholders. This might involve one-on-one meetings, informal conversations, or participating in relevant forums. The goal is to establish credibility and to show that the leader values their input and perspectives. Proactive communication is also a cornerstone of effective stakeholder management. Leaders should communicate their vision, their priorities, and their progress regularly and transparently. This helps to manage expectations, build confidence, and prevent misunderstandings. When stakeholders feel informed and included, they are more likely to be supportive of the leader's initiatives. The ability to articulate a clear and compelling vision, and to explain how it benefits different stakeholder groups, is a powerful tool for gaining buy-in and fostering alignment.
Navigating the diverse and often competing interests of stakeholders requires adeptness in political astuteness and conflict resolution. Watkins emphasizes that leaders must be prepared to address concerns, manage disagreements, and find common ground. This may involve making difficult decisions, negotiating compromises, and strategically leveraging alliances. The ability to build consensus and to foster a collaborative spirit among stakeholders can be a significant differentiator. Leaders who can effectively bridge divides and unite disparate groups around a shared purpose are far more likely to succeed. Furthermore, the leader's own reputation and credibility are vital assets in stakeholder management. Every interaction, every decision, and every communication contributes to the perception that stakeholders have of the leader. Watkins advises leaders to be mindful of the messages they send, ensuring that their actions are consistent with their words and that they uphold ethical standards. Building a reputation for integrity, competence, and fairness is essential for long-term success. The first 90 days are a crucial period for laying the groundwork for effective stakeholder relationships. By investing time and effort in understanding and engaging with stakeholders, leaders can create a supportive network that will be invaluable as they navigate the challenges and opportunities that lie ahead. This proactive and strategic approach to stakeholder management is a hallmark of effective leadership in any new role.
The dynamic nature of stakeholder relationships necessitates continuous monitoring and adaptation. Watkins points out that stakeholder interests and influence can shift over time, requiring leaders to remain vigilant and to adjust their engagement strategies accordingly. This means regularly reassessing stakeholder priorities, staying informed about evolving organizational dynamics, and proactively seeking feedback. For instance, an employee group that was initially neutral might become more engaged if a new policy directly impacts them. Similarly, a key client's priorities might change due to market shifts. Leaders must possess the agility to respond to these changes, ensuring that their stakeholder management remains relevant and effective. The leader's ability to build and maintain strong relationships with their immediate team also forms a critical stakeholder group. Their buy-in and commitment are essential for executing the leader's vision. By investing in their development, actively soliciting their input, and ensuring they feel valued, leaders can transform their team into a powerful base of support. Moreover, understanding the communication preferences of different stakeholders is key. Some may prefer detailed reports, while others respond best to brief updates or face-to-face discussions. Tailoring communication to these preferences ensures that the message is received and understood effectively, fostering stronger connections. Ultimately, a leader's success in understanding and managing their stakeholders during the first 90 days is a powerful predictor of their long-term effectiveness and their ability to drive meaningful change within the organization.
Chapter 7 Leading Through Uncertainty
The landscape of leadership, especially in the nascent stages of a new role, is often characterized by a pervasive undercurrent of uncertainty. Michael D. Watkins, in "The First 90 Days," addresses this reality by equipping leaders with strategies to navigate ambiguity, build resilience, and maintain a steady course amidst fluctuating conditions. Uncertainty is not an anomaly but a constant companion in the leadership journey, stemming from incomplete information, evolving market dynamics, unforeseen challenges, and the inherent complexity of human organizations. The effective leader, therefore, must learn to operate with a degree of comfort in this often-unsettling environment. This begins with developing a mindset that embraces, rather than fears, the unknown. Watkins advocates for viewing uncertainty not as a void to be avoided, but as an opportunity for innovation and strategic advantage. The leader's ability to remain calm and focused when faced with ambiguity is contagious, setting a tone of composure for the entire organization. This composure is built upon a foundation of thorough preparation and a commitment to continuous learning. By meticulously diagnosing the situation, gathering information, and building a strong network of support, leaders can mitigate some of the inherent unpredictability. However, even with the best preparation, unforeseen circumstances will arise. The key is not to eliminate uncertainty, but to develop the capacity to respond effectively when it materializes. This involves fostering a culture of adaptability within the organization, encouraging experimentation, and learning from both successes and failures. A leader who fosters a safe environment for taking calculated risks, and who demonstrates a willingness to pivot when necessary, empowers their team to navigate challenges with greater confidence.
Building resilience is a critical component of leading through uncertainty. This involves developing coping mechanisms for stress, maintaining a positive outlook, and fostering a sense of purpose that transcends immediate challenges. Watkins suggests that leaders must also cultivate a strong support system, relying on mentors, peers, and trusted advisors to provide perspective and guidance during difficult times. The ability to self-regulate emotions and to make rational decisions, even under pressure, is paramount. This often requires a conscious effort to step back, assess the situation objectively, and avoid impulsive reactions. The leader must also be adept at communicating effectively during times of uncertainty. Transparency and honesty are crucial. Leaders should communicate what they know, what they don't know, and what steps they are taking to address the situation. This open dialogue helps to build trust and to prevent the spread of rumors or misinformation, which can exacerbate anxiety. The ability to articulate a clear vision and a path forward, even when the ultimate outcome is not yet certain, is also vital. This vision provides a beacon of hope and direction, rallying the organization around a shared purpose. The leader's role is to instill confidence that, despite the challenges, the organization is moving in the right direction.
Moreover, leading through uncertainty requires a commitment to continuous learning and adaptation. The initial 90 days are just the beginning of a longer journey, and the landscape will continue to evolve. Leaders must remain curious, open to new information, and willing to adjust their strategies as circumstances change. This iterative approach to leadership〞diagnosing, planning, executing, and then reassessing〞is essential for navigating the complexities of the modern business environment. Watkins emphasizes the importance of developing contingency plans and scenario thinking. By anticipating potential challenges and developing a range of possible responses, leaders can be better prepared to act decisively when the unexpected occurs. This proactive approach not only reduces the impact of disruptions but also positions the leader as a forward-thinking and strategic thinker. The ability to make decisions with incomplete information, while mitigating risk, is a hallmark of effective leadership in uncertain times. This requires a balance of decisiveness and prudence, knowing when to act boldly and when to gather more data. The first 90 days are a period of intense learning and adaptation, where leaders are tested not only by their ability to execute their plans but also by their capacity to manage the inherent uncertainty that accompanies any significant transition. By embracing this challenge with a proactive mindset, a commitment to resilience, and effective communication, leaders can emerge stronger and more capable of leading their organizations to success, regardless of the external conditions.
The leader's own psychological resilience is a critical factor in navigating uncertainty. Watkins highlights the importance of self-care and maintaining a healthy work-life balance to prevent burnout. Leaders who are well-rested and mentally sharp are better equipped to handle stress and to make sound decisions. Cultivating a strong support network, comprising mentors, peers, and confidantes, provides a crucial sounding board for ideas and a source of encouragement during difficult periods. The ability to reflect on experiences and to learn from setbacks is also vital. Leaders who view challenges as learning opportunities rather than failures are more likely to adapt and improve. This often involves seeking feedback from trusted sources and being open to constructive criticism. In essence, leading through uncertainty is an ongoing process of vigilance, adaptation, and self-awareness. By embracing these principles, leaders can transform the inherent challenges of the unknown into catalysts for growth and innovation, guiding their organizations with confidence and resilience.
Chapter 8 Cultivating Your Vision
The journey of leadership, particularly within the formative first 90 days, is as much about articulating a compelling vision as it is about executing immediate tasks. Michael D. Watkins's "The First 90 Days" stresses that a leader's ability to define and communicate a clear, inspiring vision is fundamental to rallying the organization, fostering alignment, and driving long-term success. This vision is not a static pronouncement but a dynamic, evolving narrative that outlines a desired future state, a sense of purpose, and a strategic direction. It serves as a guiding star, illuminating the path forward and motivating individuals to commit their efforts towards shared aspirations. The process of cultivating a vision begins with a deep understanding of the organization's current reality - its strengths, its weaknesses, its opportunities, and its threats. This diagnostic phase, meticulously undertaken in the initial weeks, provides the essential context for envisioning a future that is both ambitious and achievable. Watkins emphasizes that a vision must be grounded in reality, drawing upon the organization's existing capabilities while simultaneously stretching them to achieve new heights.
The formulation of a compelling vision requires more than just strategic thinking; it demands insight into the aspirations and values of the people within the organization. Watkins suggests that leaders should actively engage with stakeholders, listening to their perspectives, understanding their desires, and incorporating their feedback into the vision-building process. This collaborative approach fosters a sense of ownership and commitment, transforming the vision from a top-down decree into a shared aspiration. A truly effective vision is one that resonates with the hearts and minds of the people it is meant to inspire. It should be clear, concise, and memorable, articulating a compelling purpose that transcends the day-to-day operations. The leader's role is to translate this vision into tangible objectives and strategies, breaking down the overarching goal into actionable steps that the organization can pursue. This involves setting clear priorities, allocating resources effectively, and establishing metrics for measuring progress. The leader acts as the architect of this strategy, ensuring that all initiatives are aligned with the envisioned future. Moreover, the communication of the vision is as critical as its creation. Watkins advises leaders to be persistent and consistent in articulating their vision, weaving it into every aspect of their communication, from team meetings to formal presentations. The vision should be a constant presence, a recurring theme that reinforces the organization's direction and purpose. By embodying the vision and demonstrating a genuine commitment to its realization, leaders can inspire confidence and galvanize their teams.
The first 90 days are a crucial period for beginning to embed the vision within the organizational culture. This involves aligning organizational structures, processes, and reward systems with the envisioned future. If the vision emphasizes innovation, for example, the organization's processes for idea generation and implementation should reflect this. If it prioritizes customer-centricity, then customer feedback mechanisms and service standards should be paramount. The leader must actively champion these cultural shifts, modeling the desired behaviors and reinforcing them through their actions and decisions. This integration ensures that the vision is not just a set of words, but a living, breathing aspect of the organization's identity. Furthermore, leaders must be prepared to adapt their vision as circumstances evolve. The business landscape is constantly changing, and a rigid adherence to an outdated vision can be detrimental. Watkins encourages leaders to remain open to new information and to be willing to refine their vision based on evolving insights and market dynamics. This adaptability ensures that the vision remains relevant and continues to serve as a powerful driver of progress. The ability to articulate and cultivate a compelling vision within the first 90 days sets the stage for a leader's long-term impact. It provides direction, inspires action, and creates a sense of shared purpose that is essential for navigating challenges and achieving sustained success. The vision is the leader's gift to the organization, a blueprint for a brighter future.
The cultivation of a vision is not a solitary act; it is a collaborative and iterative process. Watkins suggests that leaders should actively seek feedback on their nascent vision, understanding that diverse perspectives can strengthen its clarity and relevance. This might involve conducting focus groups, soliciting input from key influencers, or piloting elements of the vision within specific departments. The goal is to create a vision that is not only inspiring but also practical and achievable, one that the organization can genuinely rally behind. The leader's role in this process is to be the curator and champion of this collective vision, ensuring that it remains focused on core objectives while embracing the valuable insights generated by others. Moreover, the leader must demonstrate a personal commitment to the vision. This means that their own actions, decisions, and priorities must be aligned with the envisioned future. When leaders embody the vision, they become its most powerful advocate, inspiring trust and encouraging others to follow suit. This authentic leadership is essential for embedding the vision into the very fabric of the organization. The first 90 days are a critical opportunity for a leader to establish this foundational element, laying the groundwork for a shared future and a clear sense of direction that will guide the organization through evolving landscapes.
Chapter 9 The Journey Continues
The completion of the initial 90 days marks not an endpoint, but a critical transition to a sustained period of leadership and organizational development. Michael D. Watkins's "The First 90 Days" emphasizes that the foundation laid during this formative phase is merely the prologue to a much longer narrative. The lessons learned, the relationships forged, and the momentum built must now be sustained and amplified to achieve enduring success. As the initial period of intensive learning and assessment concludes, the focus shifts from diagnostic analysis to strategic execution and continuous improvement. The leader must now translate the insights gained into concrete, long-term strategies, ensuring that the organization remains agile and responsive to an ever-changing environment. This involves embedding the early wins into the organizational culture, transforming them from isolated successes into sustained practices that drive ongoing progress. The vision that was cultivated and communicated must now be actively lived and reinforced, becoming the guiding principle for all decision-making and action. Watkins stresses that the leader's role evolves from primarily learning and diagnosing to actively leading, inspiring, and developing their team and the organization as a whole.
Sustaining momentum requires a continued commitment to stakeholder engagement. The relationships established in the first 90 days are valuable, but they must be nurtured and deepened over time. Regular communication, transparent feedback, and a consistent demonstration of leadership commitment are essential for maintaining trust and fostering ongoing collaboration. Leaders must remain attuned to the evolving needs and expectations of their stakeholders, adapting their strategies as necessary to ensure continued alignment and support. This ongoing dialogue is crucial for anticipating challenges, identifying new opportunities, and ensuring that the organization remains responsive to its external environment. Furthermore, the leader must prioritize the development of their team and the broader organization. This involves investing in talent, providing opportunities for growth and learning, and fostering a culture of continuous improvement. Empowering individuals, delegating effectively, and providing constructive feedback are key to building a high-performing and resilient organization. Watkins suggests that leaders should look for ways to build leadership capacity at all levels, ensuring that the organization is well-equipped to navigate future challenges and to seize emerging opportunities. This focus on human capital development is a critical driver of long-term success.
The initial 90 days provided a crucial opportunity for the leader to establish their presence, diagnose the organizational landscape, and lay the groundwork for future success. However, the true measure of their effectiveness will be determined by their ability to sustain momentum, adapt to change, and drive continuous improvement over the long term. This involves a commitment to ongoing learning, a willingness to challenge the status quo, and an unwavering focus on achieving strategic objectives. Leaders must remain vigilant, constantly scanning the horizon for new trends, emerging threats, and untapped opportunities. The ability to anticipate and respond to change with agility is a hallmark of effective leadership in today's dynamic world. This requires a culture that embraces innovation, encourages experimentation, and learns from both successes and failures. By fostering such an environment, leaders can ensure that their organizations remain competitive and thrive in the face of evolving market conditions. The journey of leadership is a marathon, not a sprint, and the lessons learned in the first 90 days provide an invaluable roadmap for the path ahead. The enduring success of a leader is defined by their ability to not only navigate the initial transition but to consistently evolve, inspire, and lead their organization towards a brighter future. The culmination of the first 90 days is not a finish line, but a launchpad for a continuous journey of growth, impact, and enduring leadership.
The sustained success of any leader hinges on their ability to continuously learn and adapt. Watkins emphasizes that the organizational landscape is never static, and leaders must remain curious and open to new information. This involves actively seeking feedback, reflecting on experiences, and being willing to adjust strategies as circumstances change. The initial diagnostic phase of the first 90 days provides a foundation, but ongoing assessment is critical. This might involve periodic reviews of performance, stakeholder feedback mechanisms, and staying abreast of industry trends. Leaders who are committed to continuous learning not only improve their own effectiveness but also foster a culture of growth within their organizations, encouraging their teams to embrace new knowledge and approaches. Furthermore, the leader's commitment to ethical conduct and the organization's values remains paramount throughout their tenure. The trust and credibility established in the initial period must be upheld through consistent ethical behavior and a dedication to the organization's core principles. This ensures that the leader's actions are not only effective but also sustainable and aligned with the long-term interests of all stakeholders. The journey continues with an ongoing commitment to leadership excellence, adaptation, and unwavering integrity.
The First 90 Days by Michael D. Watkins
Your Complete Guide to Mastering Leadership Transitions and New Job Success
What Should You Do in Your First 90 Days at a New Job?
Michael D. Watkins' groundbreaking book "The First 90 Days" provides a proven roadmap for leaders navigating critical transitions. Whether you're asking "what to do first 90 days new job" or "what should a manager do in the first 90 days," this comprehensive guide offers actionable strategies that have helped thousands of executives succeed.
The first 90 days of employment are crucial for establishing credibility, building relationships, and setting the foundation for long-term success. Research shows that leaders who master their first 90 days are significantly more likely to achieve their goals and advance their careers.
Why Are the First 90 Days Important?
The importance of the first 90 days cannot be overstated. During this critical period, you have the opportunity to:
Establish Credibility
Build trust with your team, peers, and superiors through early wins and consistent performance.
Learn the Culture
Understand the organizational dynamics, unwritten rules, and cultural nuances that drive success.
Build Key Relationships
Create strong networks with stakeholders who will be essential to your long-term success.
Set Strategic Direction
Define clear goals and priorities that align with organizational objectives.
What Should a CEO Do in the First 90 Days?
For chief executives, the first 90 days are particularly critical. Watkins outlines specific strategies for CEOs and senior leaders:
Listen and Learn
Conduct comprehensive stakeholder interviews to understand the business landscape, challenges, and opportunities. This includes customers, employees, board members, and key partners.
Assess the Team
Evaluate your leadership team's capabilities and make necessary adjustments. The wrong team can derail even the best strategy.
Secure Early Wins
Identify opportunities for quick improvements that build momentum and demonstrate your ability to drive results.
Align the Organization
Ensure everyone understands the vision, strategy, and their role in achieving success.
What Should a CFO Do in the First 90 Days?
Financial leaders face unique challenges during transitions. Key priorities include:
- Conducting a comprehensive financial health assessment
- Building relationships with the audit committee and external auditors
- Reviewing financial processes and controls
- Understanding cash flow patterns and working capital needs
- Establishing credibility with investors and lenders
What to Do in First 90 Days as Manager
New managers often wonder "what to do in first 90 days as manager." Watkins provides a clear framework:
The STARS Model
Understand your situation using the STARS framework:
- Start-up: Building something from scratch
- Turnaround: Fixing a broken situation
- Accelerated Growth: Managing rapid expansion
- Realignment: Revitalizing a successful but stagnating organization
- Sustaining Success: Maintaining momentum in a successful organization
Build Your Team
Assess team members objectively and make necessary changes quickly. Remember, you inherited the team but own the results.
Create Coalitions
Identify key influencers and build alliances that will support your agenda.
Master Your First 90 Days
Don't leave your success to chance. The strategies in "The First 90 Days" have been proven by thousands of leaders across industries and levels.
Can You Be Fired in First 90 Days?
Many new employees worry about job security during their initial period. While employment laws vary by location, most positions in the United States are "at-will," meaning either party can terminate the relationship. However, focusing on the strategies outlined in "The First 90 Days" significantly improves your chances of success and job security.
The key is to avoid common transition traps and focus on building value from day one.
What Is the First 90 Days of Employment Called?
The first 90 days of employment are commonly referred to as the "probationary period," "onboarding period," or "transition period." Some organizations call it the "honeymoon period" because new hires often receive more patience and support during this time.
Regardless of the terminology, this period is critical for establishing your reputation and setting the trajectory for your tenure.
Frequently Asked Questions
Key Takeaways from The First 90 Days
Michael D. Watkins' "The First 90 Days" remains the definitive guide for leadership transitions. The book's enduring popularity stems from its practical, research-based approach to one of the most challenging aspects of professional life.
Whether you're wondering "what would you do in your first 90 days" or seeking specific guidance for your role, this book provides the framework and tools necessary for success. Remember, the first 90 days set the tone for your entire tenure – make them count.
Transform your leadership transition with proven strategies from "The First 90 Days" by Michael D. Watkins