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Lavelle states that whilst the President
of the United States of America may
enjoy 100 days to prove himself, as a
new starter in a new organisation, you
get just 90 days. He concludes that
Watkins book is as much about
‘transition acceleration’ as it is about
‘failure prevention’ and he summarises a
variety of techniques that can help
achieve your ultimate objective: to
arrive as rapidly as possible at the
‘breakeven point’ where you are a net
contributor of value to your new
organisation.
Promoting yourself
In this first section, Lavelle speaks of
the need to establish a clear break
point with your previous role and the
importance of ‘hitting the ground
running’. He also examines how to assess
your vulnerabilities, ‘re-learn how to
learn’ and rework your network to avoid
those who want to hold you back.
Accelerating your learning
New knowledge will be required in your
new role and Lavelle studies the need to
define a learning agenda, identify the
best sources of insight and create a
learning plan which includes learning
about the culture of the organisation.
Matching strategy to situation
Lavelle concludes that too many new
leaders fail due to a basic
misunderstanding of their situation. He
speaks of the need to diagnosis the
business situation as well as
understanding the history and
organisational psychology of your new
employers. This will enable you to lead
with the right skills and focus your
energy more productively.
Securing Early Wins
By the end of your first 90 days, you
want your boss your peers and your staff
to feel you have achieved momentum, so
Lavelle examines the need to secure some
early wins. He warns of the most common
traps that can derail new leaders, the
need to make waves of change and
establish long-term goals. Lavelle also
discusses how to build credibility and
secure tangible results.
Negotiating Success
In this final section, the 90 day plan
falls into place as Lavelle speaks of
the need to focus on fundamentals and
prepare for 5 key conversations with
your boss. These include the
‘situational diagnosis conversation’,
the ‘expectations conversation’ and the
‘resources conversation’ – key aspects
of your on-going dialogue with your new
boss.
Download Jon
Lavelle’s summary of ‘The
First 90 Days’ by author Michael
Watkins. |
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