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. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.


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
Copyright © American Library Association. All rights reserved


Gerry Stern, The Future Organization
The book is an excellent contribution to creating successful leadership as well as effective organization... Highly recommended.


Financial Times, October 9, 2003
"Watkins offers a do-it-yourself road map for executives, whether ... moving into start-ups, leading turnarounds, orchestrating changes or sustaining high-performance companies."


ExecuNet, October 27, 2003
"Watkins' book is packed with tested real-world advice designed to help the new executive make a strong first impression..."


Fortune, November 10, 2003
"Watkins provides enough statistics, charts, and checklists to help any newly minted boss roam the halls with confidence."


The Globe and Mail, November 12, 2003
"...an easy-to-ready and easy-to-follow handbook that no doubt will become a classic for anybody entering a new position."


USA Today, November 17, 2003
"Those who take the time to complete Watkins' steps will likely reap rewards..."


The Economist, December 19, 2003
It is meant for, and should be useful to, anyone about to make a change.


Book Description
Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.Concise and actionable, this is the survival guide no new leader should be without."Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition." -Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments"Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you."-Colonel Eli Alford, U.S. Army"Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter."-Suzanne M. Danielle, Director of Global Leadership Development, Aventis"Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable."-Gordon Curtis, Principal, Curtis Consulting "The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully." -Mike Kinkead, President and CEO, timeBLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council


Book Info
Pocket-size text provides suggestions on how to take charge quickly and effectively during critical career transition periods. Outlines strategies that will shorten the time it takes to reach the 'breakeven point': the point at which your organization needs you as much as you need the job. DLC: Leadership.


About the Author
Michael Watkins is an Associate Professor of Business Administration at the Harvard Business School, where he does research on leadership and coalition building. He is the coauthor of Right from the Start: Taking Charge in a New Leadership Role (HBS Press, 1999), and the author of Leadership Transitions, an HBSP eLearning Program.

FROM THE PUBLISHER

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.

In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly.

Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.

Concise and actionable, this is the survival guide no new leader should be without.

FROM THE CRITICS

The Economist - December 19, 2003

It is meant for, and should be useful to, anyone about to make a change.

Financial Times - October 9, 2003

"... Watkins offers a do-it-yourself road map for executives, whether ... moving into start-ups, leading turnarounds, orchestrating changes or sustaining high-performance companies."

Fortune - November 10, 2003

Watkins provides enough statistics, charts, and checklists to help any newly minted boss roam the halls with confidence.

The Globe and Mail - Nov.12, 2003

...an easy-to-ready and easy-to-follow handbook that no doubt will become a classic for anybody entering a new position.

ExecuNet - October 27, 2003

Watkins' book is packed with tested real-world advice designed to help the new executive make a strong first impression... Read all 6 "From The Critics" >

WHAT PEOPLE ARE SAYING

Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition. (Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments) — Goli Darabi

Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you. (U.S. Army) — Colonel Eli Alford

Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter. (Director of Global Leadership Development, Aventis) — Suzanne M. Danielle

Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable. (Principal, Curtis Consulting) — Gordon Curtis