Table of contents for The first 90 days : critical success strategies for new leaders at all levels / Michael Watkins.


Bibliographic record and links to related information available from the Library of Congress catalog. Note: Contents data are machine generated based on pre-publication information provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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Contents
Preface
Acknowledgments
Introduction: The First 90 Days
Why transitions are critical times. How new leaders take charge more effectively. Fundamental principles for successful transitions. The organizational benefits of a common framework for accelerating everyone.
Chapter 1. Promote Yourself  
Why people fail to make the mental break from their old job. Preparing to take charge in a new role. Assessing vulnerabilities. Laying the groundwork for success.
Chapter 2. Accelerate Your Learning
Learning as an investment process. Planning to learn. Figuring out the best sources of insight. Using structured methods to accelerate learning.
Chapter 3. Match Strategy to Situation 
The dangers of "one best way" thinking. Diagnosing the situation to develop the right strategy. The STARS model of types of transitions. Using the model to analyze portfolios, reward success, and develop leaders.
Chapter 4. Secure Early Wins 
Avoiding common traps. Figuring out A-item priorities. Creating a compelling vision. Building personal credibility. Getting started on improving organizational performance. Plan-then-implement change versus collective learning.
Chapter 5. Negotiate Success 
Building a productive working relationship with a new boss. The five-conversations framework. Defining expectations. Agreeing on a diagnosis of the situation. Figuring out how to work together. Negotiating for resources. Putting together your 90-day plan.
Chapter 6. Achieve Alignment
The role of the leader as organizational architect. Identifying the root causes of poor performance. Aligning strategy, structure, systems, and skills.   
Chapter 7. Build Your Team
Inheriting a team and changing it. Managing the tension between short-term and long-term goals. Working team restructuring and organizational architecture issues in parallel. Putting in place new team processes.
Chapter 8. Create Coalitions 
The trap of thinking that authority is enough. Identifying whose support is critical. Mapping networks of influence and patterns of deference. Altering perceptions of interests and alternatives.
Chapter 9. Keep Your Balance 
How leaders get caught in vicious cycles. The three pillars of self-efficacy. Creating and enforcing personal disciplines. Building advice and counsel networks.
Chapter 10. Expedite Everyone
Why so few companies focus on transition acceleration. The opportunity to institutionalize a common framework. Using the framework to accelerate team development, develop high-potential leaders, integrate acquisitions, and strengthen succession planning. 
Conclusion: Beyond Sink or Swim
The approach as a whole. Seeing the forest and the trees. Learning to accelerate yourself and your organization.
Notes
Recommended Reading
Index
About the Author
 

Library of Congress Subject Headings for this publication: Leadership, Executive ability, Strategic planning, Management