51.2 - The First 90 Days (Michael Watkins)
Actually, I had already been in my new job longer than 90 days when I started reading this book. Luckily, the team I moved to was not in startup or turn-around mode at the time and there weren't time-critical things that needed to be done immediately. I wouldn't have written the previous sentence if I hadn't read this book because looking at organizations as startup or turn-around situations and knowing that, for those situations, getting up to speed fast is critical is part of a conceptual model I learned from reading this book.
The First 90 Days presents a framework for thinking about how to operate during the initial 90 days of a management transition. Watkins presents a framework for thinking about the situation the organization you're coming into. The four possibilities are startup, turn-around, realignment, and sustaining success. He makes the point that, depending on which situation the organization is in, different activities and ways of managing are called for. The framework suggests five focused conversations to have with your new boss when you move into a new management situation. He also talks about aligning strategy, structure, systems, skills, and culture; building your team; netwoking with people that can help you achieve success; and how to stay balanced.
I thought the book had a lot of useful advice for managers entering a new situation. It gave me a useful framework to think about things that matter during a management transition. I will certainly apply some of the ideas in this book to my current work situation.
Recommended.
12:14:50 AM 
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