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This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices（novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram）. But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.

Preface xi

Acknowledgments xv

　Introduction:The First 90 Days

1.Promote Yourself

2.Accelerate Your Learning

3.Match Strategy to Situation

4.Secure Early Wins

5.Negotiate Success

6.Achieve Alignment

7.Build Your Team

8.Create Coalitions

9.Keep Your Balance

10.Expedite Everyone

Conclusion:Beyond Sink or Swim

Notes

Recommended Reading

Index

About the Author

Michael Watkins is an Associate Professor of Business Administra-tion at Harvard Business school,where he does research on leader-ship and negotiation. He is the coauthor of Right from the Start:Taking Charge m a New Leadership Role （HBS Press, 1999） an

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Michael Watkins is an Associate Professor of Business Administra-tion at Harvard Business School,where he does research on leader-ship and negotiation. He is the

coauthor of Right from the Start:Taking Charge m a New LeadershipRole (HBS Press, 1999) and the author of Leadership Transitions,an HBSP eLearning Program.

书籍介绍

Book Description

This is a short, concise, hands-on manual for managers at all levels - a handbook for a leader's first 90 days in office. This work contains lots of practical tools and questions for self-assessment. Written in a friendly and accessible tone, it offers a broad-gauged coverage of many aspects and kinds of transitions at all levels. It includes new topics such as working with new bosses, building teams, and aligning the strategy, structure, systems and skills of organizations.

Written by noted leadership transition expert Michael Watkins, The First 90 Days outlines proven strategies that will dramatically shorten the time it takes to reach what Watkins calls the "breakeven point": the point at which your organization needs you as much as you need the job. Based on three years of research into leadership transitions at all levels and hands-on work designing transition programs for top companies.

From Publishers Weekly

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transitions, based on "five fundamental propositions," "ten key challenges," and a four-fold typology of situations that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversations with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping your way." Watkins's penchant for cut-and-dried schematizations sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensions" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep their wits about them.

From Booklist

In these days of the public's microscopic scrutiny of corporate C-level executives, it's a wonder anyone would aspire to the CEO position. Amazingly enough, many eager managers are still climbing--and Harvard Business School professor and author (Right from the Start [1999]) Watkins helps prepare them for career moves, accelerating their transitions. This is, essentially, practical advice about undertaking new opportunities and understanding new vulnerabilities, quickly and without much upheaval. Different steps--sometimes simultaneously, sometimes sequential-- define success in the first three months, from promoting yourself (i.e., taking charge fast) to keeping your balance. Anecdotes enliven the checklists and sample learning plans; in fact, one specific case--Douglas Ivester of Coca-Cola--underscores the absolute necessity to adapt and change rapidly in new positions. Much content is human resources related, based on self-discipline, team building, and the availability of trusted advice and counsel. Would that every newly elected president of the U.S. heeded this practice.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　Barbara Jacobs

Book Dimension:

length: (cm)23.5 　　　 　　　　　　　 　 width:(cm)15.5