The First 90 Days is a guidebook for leaders in transition periods. It provides strategies to help leaders shorten the time they take to reach the 'breakeven point' — the point at which your organization needs you as much as you need the job.
Ideal for newly appointed leaders, management professionals, or anyone in the midst of career transition looking to understand their new role, build working relationships quickly, and establish momentum in the organization.
Buy the bookSuccessful leadership transitions hinge on strategic, context-specific approaches and early momentum.
Effective leadership transition requires self-promotion, strategic planning, and diverse networking.
New leaders should invest in understanding their organization to avoid premature actions and costly mistakes.
Effective leadership adapts to the business's current situation, as indicated by the STARS model.
Navigating new roles demands strategic focus, context-specific actions, cultural adjustments, leadership alignment, and long-term consistency.
Building effective relationships with new bosses is crucial for successful role transitions.
Achieving organizational excellence requires strategic harmony among its key components.
Assessing and refining team dynamics and processes is key to effective leadership.
Successful leadership without authority involves strategic coalition-building and thoughtful persuasion techniques.
Effective leadership during transitions relies on keeping your personal balance.
Final summary: "The First 90 Days" by Michael D. Watkins provides a comprehensive strategy for leaders transitioning into new roles. The book emphasizes that early actions can significantly impact future success, introducing the concept of a "breakeven point" where your organization benefits from you as much as you benefit from the job. Watkins' proposed methods aim to accelerate your arrival at this point, providing insights on how to understand your new environment, secure credibility, foster productive relationships, and more. He suggests dividing the first 90 days into three distinct periods for learning, planning, and execution, maintaining a strong focus on negotiation and strategic planning. Watkins' strategies are based on extensive research and his experience as an Associate Professor at Harvard Business School.
Michael Watkins is an Associate Professor at Harvard Business School, where he studies leadership and negotiation. Watkins has conducted years of research into leadership transitions at all levels and has designed transition programs for leading companies.
Blue Ocean Strategy is a book that challenges organizations to stop competing in saturated markets, instead inspiring them to create uncontested market spaces - 'Blue Oceans.' The book aims to instruct companies on how to break away from the competition, generate growth, redefine industry problems, and create new demand.
Continuous Discovery Habits provides a structured and sustainable approach to product discovery, teaching teams how to continuously engage with customers, conduct small research activities, and pursue desired business outcomes. It offers practical habits to help teams understand customer needs, generate creative solutions, test assumptions, and measure impact, ultimately leading to better product decisions and increased chances of success.
The book Good to Great (2001) is about how companies can transform from being good to becoming great by following specific principles and strategies. Jim Collins' research shows that it's not just about having a great leader, but rather building a strong foundation, developing a culture of discipline, and focusing on key areas for growth.
„Reiß das Ruder rum!“ ist eine fesselnde Erzählung von Kapitän Marquet über die Reise und Transformation der USS Santa Fe. Das U-Boot entwickelte sich von dem am schlechtesten abschneidenden Schiff in der Flotte zum besten. Das Buch beschreibt den außergewöhnlichen Wandel der Santa Fe und zeigt, welche Maßnahmen Kapitän Marquet ergriff, um diesen bemerkenswerten Wechsel von einem Befehl-und-Kontrolle-Modell zu einem Leader-Leader-Modell in der Führung zu erreichen.
In "Wenn es hart auf hart kommt" teilt Ben Horowitz seine Erfahrungen, Höhen und Tiefen als Unternehmer, CEO und Risikokapitalgeber. Er beleuchtet schwierige Situationen in High-Tech-Unternehmen und zeigt, dass es kein Patentrezept für den Umgang mit harten Problemen gibt. Stattdessen betont er, wie wichtig es ist, sich auf das Wesentliche zu konzentrieren und aus Fehlern zu lernen.