Since its original release, The First 90 Days has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, bei Since its original release, The First 90 Days has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment. In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the 'breakeven point' when your organization needs you as much as you need the job.

The First 90 Days Michael Watkins Rapidshare Plan your first 90 days. 1 Michael Watkins, The First 90 Days. Develop your action plan for the first 90 days of your leadership transition. 0 Days, Updated and Expanded (ebook) by Michael Watkins The world’s most trusted guide for leaders in transition. Transitions are a critical time for. First 90 Days, by Michael Watkins, a proven guide for leaders in career transition, offers strategies for getting up to speed quickly in your new role.

This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever. As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO. I think I must not be the target audience for this book because I found it dull. The book had a number of useful techniques but it was definitely targeted toward leaders in more traditional companies than my workplace. I would like to read a book with fundamentally the same content but written for folks in the more casual parts of the software industry.

Since I did find the book useful but boring, I include a detailed summary below. The first 90 days after a transition are critical for establishin I think I must not be the target audience for this book because I found it dull. The book had a number of useful techniques but it was definitely targeted toward leaders in more traditional companies than my workplace. I would like to read a book with fundamentally the same content but written for folks in the more casual parts of the software industry. Since I did find the book useful but boring, I include a detailed summary below. The first 90 days after a transition are critical for establishing yourself in the new position. Companies often fail to prepare leaders for successful transitions.

There are key steps you can take to help your transition succeed: Promote Yourself. Make a mental break from the old job. Don't assume that what made you successful before will make you successful now. Be aware of what sort of problems you'll need to solve and how they differ from the types of problems you've been good at solving in the past. Accelerate Your Learning.

Create a plan for learning about the past, present, and future of your new organization. Look at both concrete facts and subjective impressions. Download Microtek Scanmaker 3800.

Learn from internal sources and external sources. Start learning what you can before you've transitioned into your new role. Share and discuss your learning plan and learnings with your team and your boss(es). Learn iteratively. Focus on learning the most important things first and then coming back and adding more depth and breadth. When meeting with individuals, ask everyone the same set of questions in the same order; this gives you a set of easy to compare answers.

Match Strategy to Situation. There are some common categories of situations a leader will be taking on. Knowing what type of situation you are taking on can make the difference between success and failure. The four most common situation types are startups, realignments, turnarounds, and sustaining success. Each has different challenges.