Wendy Yu's Reviews > The First 90 Days: Critical Success Strategies for New Leaders at All Levels

The First 90 Days by Michael D. Watkins
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it was amazing

48: Remember: simply displaying a genuine desire to learn and understand translates into increased credibility and influence.

59: Once you have distilled these early discussions into a set of observations, questions, and insights, convene your direct reports as a group, feed them back your impressions and questions, and invite discussion. You will learn about both substance and team dynamics and will simultaneously demonstrate how quickly you have begun to identify key issues.

93: One good way is to focus on three things that are important to your boss and discuss what you're doing about them every time you interact. In that way, your boss will feel ownership of your success.

125: In general, new leaders are perceived as more credible when they display these characteristics: demanding but able to be satisfied; accessible by not too familiar; decisive but judicious; focused but flexible; active without causing commotion; willing to make tough calls but humane.

129 (launch early win projects): Does the focal point offer an opportunity to make a substantial improvement in the performance of your unit? Is this improvement achievable in a reasonably short time with available resources? Would success also help lay foundation for achieving agreed-to business goals? Will the process used to achieve the win help you make needed changes in behavior in the organization?

208: Whatever supporters' reasons for backing you, do not take their support for granted. It's never enough merely to identify support; you must solidify and nurture it. So don't forget to preach to the converted. Be sure, too, to ask supporters to be force multipliers by helping you influence others and by providing them with the most persuasive arguments fro doing so.

211: Keep in mind, too, that success in winning over adversaries can have a powerful, symbolic impact. "The enemy who is converted to the ally" is a powerful story that will resonate with others in the organization. (Another example is the story of redemption--for example, helping a person who has been marginalized or labeled as ineffective prove himself.)

213: Concerns about the implementation of agreements also fall into this category. People may believe that concessions offered by others will not materialize and that they are better off fighting for the status quo than taking a chance. // If worries about insecure agreements turn out to be blocking progress, see whether there are ways you can increase the confidence level. For example, you might propose phasing in the changes, with each step linked to success in implementing the previous ones.

215: The art of effective communication is to repeat and elaborate core themes without sounding like a parrot.
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Reading Progress

October 13, 2013 – Started Reading
October 13, 2013 – Shelved
October 25, 2013 – Finished Reading

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