en
Michael Watkins

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

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Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors
The world’s most trusted guide for leaders in transition
Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.
In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.
By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.
Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.
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273 halaman cetak
Publikasi asli
2013

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    Dmitry Makarovmembuat kutipan12 hari yang lalu
    Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics.
    Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses.
    Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability.
    Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers.
    Update your questions and hypotheses.
    Meet with your boss again to discuss your observations.
    Dmitry Makarovmembuat kutipan12 hari yang lalu
    Review detailed operating plans, performance data, and personnel data.
    Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people.
    Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not.
    Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization.
    Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization.
    Update your questions and hypotheses.
    Meet with your boss to discuss your hypotheses and findings.
    Dmitry Makarovmembuat kutipan13 hari yang lalu
    Find out whatever you can about the organization’s strategy, structure, performance, and people.
    Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers.
    Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible.
    Talk to your new boss.
    As you begin to learn about the organization, write down your first impressions and eventually some hypotheses.
    Compile an initial set of questions to guide your structured inquiry after you arrive.

Di rak buku

    Kristine Schiøtt Højmose Thomsen
    Fagligt
    • 46
    • 498
    Alexander Makarov
    Организация
    • 35
    • 5
    Michie Mariano
    Leadership
    • 2
    • 1
    Henriette Frank Nielsen
    Henriette
    • 14
    Nicklas Peter Segalt D Anchersen
    Selvudvikling
    • 15
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