The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter

by Michael D. Watkins

Clarify expectations early and often. Begin managing expectations from the moment you consider taking a new role. Focus on expectations during the interview process. You are in trouble if your boss expects you to fix things fast when you know the business has serious structural problems. It’s wise to get bad news on the table early and to lower unrealistic expectations. Then check in regularly to make sure your boss’s expectations have not shifted. Revisiting expectations is especially important if you’re onboarding from the outside and don’t have a deep understanding of the culture and politics. Take 100 percent responsibility for making the relationship work. This is the flip side of “Don’t stay away.” Don’t expect your boss to reach out or to offer you the time and support you need. It’s best to begin by assuming that it’s on your shoulders to make the relationship work. If your boss meets you partway, it will be a welcome surprise. Negotiate time lines for diagnosis and action planning. Don’t let yourself get caught up immediately in firefighting or be pressured to make calls before you’re ready. Buy yourself some time, even if it’s only a few weeks, to diagnose the new organization and come up with an action plan. It worked for Michael in his dealings with Vaughan, and it can work for you. The 90-day plan discussed at the end of this chapter is an excellent vehicle. Aim for early wins in areas important to the boss. Whatever your own priorities, figure out what your b...