Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010062050 | HD57.7 W37 2003 | Open Access Book | Advance Management | Searching... |
Searching... | 30000010062049 | HD57.7 W37 2003 | Open Access Book | Advance Management | Searching... |
Searching... | 30000005079839 | HD57.7 W37 2003 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
The international bestseller and globally acknowledged bible on leadership and career transitions
Fully a quarter of all managers in major corporations enter new leadership roles each year. Whether their assignments involve starting a new job, being promoted internally, or embarking on an international assignment, how new leaders manage their transitions can mean the difference between success and failure.
In The First 90 Days , Michael D. Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. Concise and practical, The First 90 Days walks managers through every aspect of the transition, from mental preparation to forging the right alliances to securing critical early wins. Through vivid examples of successes and failures at all levels, Michael Watkins identifies the most common pitfalls new leaders encounter and provides tools and strategies for how to avoid them.
As hundreds of thousands of readers already know, The First 90 Days is your roadmap for taking charge quickly and effectively during critical career transition periods--whether you're a first-time manager, a midcareer professional on your way up, or a newly minted CEO.
Published by Harvard Business Review Press.
Reviews 3
Publisher's Weekly Review
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 ?[c]lassic 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. (Nov.) Copyright 2003 Reed Business Information.
Booklist Review
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 2003 Booklist
Choice Review
Watkins (Harvard Business School) provides a proactive and organized approach to enhance the first 90 days of new leaders at any corporate level. The book is the result of three years of studying new leaders at Johnson and Johnson and other companies. The author suggests a transition acceleration model that provides ten challenges new leaders must face to enhance their careers and their organization. New leaders must first recognize that past successful behavior might not translate into the new job; then they must quickly learn about their new organization, match business strategies to their situation, secure early successes, build productive working relationships, determine whether the organization's strategy is sound, build team members, create coalitions, balance personal and professional activities, and expedite required reports. Each chapter includes an "acceleration checklist," which provides key questions new leaders must answer associated with each challenge. Tables summarize leadership and organizational theory. Cases of the trials and triumphs of new corporate leaders enhance practical understanding. The book is an extension of Dan Ciampa and Watkins's Right from the Start: Taking Charge in a New Leadership Role (1999). ^BSumming Up: Highly recommended. Graduate business programs and new business leaders at all levels. G. E. Kaupins Boise State University
