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The First 90 Days: Critical Success Strategies for New Leaders at All Levels QUOTES

The First 90 Days: Critical Success Strategies for New Leaders at All Levels QUOTES

41 " Building “ambidextrous” organizations that can do both of these well is a challenge. See Michael L. Tushman and Charles O’Reilly III, Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal, rev. ed. (Boston: Harvard Business School Press, 2002). "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

42 " If you have inherited a disaster—the classic burning platform—you may be creating value from the moment your appointment is announced. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

43 " Gould was promoted to lead "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

44 " The first task in making a successful transition is to accelerate your learning. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

45 " it is essential to figure out what you need to know about your new organization and then to learn it as rapidly as you can. The more efficiently and effectively you learn, the more quickly you will close your window of vulnerability. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

46 " What will it take for you to reach the break-even point more quickly? What are some traps you might encounter, and how can you avoid them? What can you do to create virtuous cycles and build momentum in your new role? What types of transitions are you experiencing? Which are you finding most challenging, and why? "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

47 " leaders strike the right balance between doing (making things happen) and being (observing and reflecting). "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

48 " This is followed by a meeting with the leader’s new direct reports in which they are asked questions such as, What would you like to know about the new leader? What would you like him to know about you? About the business situation? The main findings are then fed back, without attribution, to the new leader. The process ends with a facilitated meeting between the new leader and the direct reports. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

49 " you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

50 " No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

51 " . But if you dig yourself into a hole early on, you will face an uphill battle from that point forward. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

52 " To succeed as Michael did with a new boss, it’s wise to negotiate success. It’s well worth investing time in this critical relationship up front, because your new boss sets your benchmarks, interprets your actions for other key players, and controls access to resources you need. He will have more impact than any other individual on how quickly you reach the break-even point, and on your eventual success or failure. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

53 " Consciously or unconsciously, you may choose to delay by burying yourself in other work or fool yourself into believing that the time isn’t ripe to make the call. The result is what leadership thinkers have termed work avoidance: the tendency to avoid taking the bull by the horns, which results in tough problems becoming even tougher.1 "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

54 " TABLE I-1 Transition Risk Assessment To transition effectively, first identify the risks you face as you move into your new role using the Transition Risk Assessment. Start by checking off the types of transitions you are experiencing using the middle column. Then, for each item you checked, assess how challenging you are finding that particular shift on a 1–10 scale, where 1 means very easy and 10 means very difficult. Total the numbers in the right-hand column to get your Transition Risk Index (up to 100). The index gives you a sense of the magnitude of the challenge and the specific dimensions of your overall transition on which you most need to focus. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels

55 " preparing yourself means letting go of the past and embracing the imperatives of the new situation to give yourself a running start. "

― Michael D. Watkins , The First 90 Days: Critical Success Strategies for New Leaders at All Levels