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Descriptions du produit

First 90 Days Deals with leadership and career transitions. In this 10th anniversary edition, the author 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. Full description

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Détails sur le produit

  • Relié: 304 pages
  • Editeur : Harvard Business Review Press; Édition : Expanded Edition (14 mai 2012)
  • Langue : Anglais
  • ISBN-10: 1422188612
  • ISBN-13: 978-1422188613
  • Dimensions du produit: 3,2 x 14,6 x 21,6 cm
  • Moyenne des commentaires client : 5.0 étoiles sur 5  Voir tous les commentaires (2 commentaires client)
  • Classement des meilleures ventes d'Amazon: 128 en Livres anglais et étrangers (Voir les 100 premiers en Livres anglais et étrangers)
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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Par jean-david le 15 mai 2015
Format: Relié Achat vérifié
Gives structure and lots of methods to get ready.
I can hardly wait to put it in practice, a great motivation source too.
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Par Baptiste Janique le 8 novembre 2014
Format: Relié Achat vérifié
Very useful , a book to keep handy during your transition, grids and examples let you transform the advices into actions
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Commentaires client les plus utiles sur (beta) 216 commentaires
29 internautes sur 30 ont trouvé ce commentaire utile 
How and why the first 90 days in a new leadership position can sometimes seem like 90 minutes 10 mai 2013
Par Robert Morris - Publié sur
Format: Relié
This is a revised and updated edition of a book I read when it was published in 2003. Although much has (and hasn't) happened in the business world since then, Michael Watkins' insights are (if anything) even more relevant and more valuable now than they were then because the actions taken by those in a new role, especially one with more challenging leadership responsibilities, will largely determine whether they succeed or fail. "When leaders derail," Watkins notes, "their problems can almost always be traced to vicious cycles that developed in the first few months on the job." Ninety percent of those whom Watkins interviewed agreed that "transitions into new roles are the most challenging times in the professional lives of leaders." They could be internal promotions, reassignments and/or relocations, or a new hire. These and other transitions are thoroughly discussed in the book.

These are among the dozens of passages that caught my eye, also listed to suggest the scope of Watkins' coverage.

o Avoiding Transition Traps (Pages 5-6)
o Understanding the Fundamental Principles (9-12)
o Getting promoted (21-24)
o Table 1-1, "Onboarding checklists" (34)
o Identifying the Best Sources of Insight (54-57)
o Table 2-1, "Structured methods for learning" (61-62)
o "Emotional Expensiveness" (63-64)
o Planning for Five [Transition-Specific] Conversations (90-93)
o Planning the Expectations Conversation (98-100)
o Adopting Basic Principles (121-122)
o Avoiding Common Alignment Traps (141-143)
o Getting Started (146-148)
o Avoiding Common Team-Building Traps (167-170)
o Building Support for Early-Win Objectives (202-220)
o Understanding the Three Pillars of Self-Management (227-237)
o Table 10-1, "Reasons for transition failures" (245)

The information, insights, and counsel he provides in this book reveal what he has learned thus far about what he characterizes as "The Vicious Cycle of Transitions" and "The Virtuous Cycle of Transitions." The former involves sticking with what you know, falling prey to the "action imperative," setting unrealistic expectations, attempting to do too much, coming in with "the" answer, engaging in the wrong kind of learning, and neglecting horizontal relationships. (Please check out Figure 1-2 on Page 7.)

With regard to the latter cycle, the "virtuous" one, can enable anyone involved in a transition to create momentum and establish an upward spiral of increasing effectiveness. (Please check out Figure 1-3 on Page 8.) To repeat, this updated and expanded edition develops in greater depth and wider scope the core concepts introduced in the first edition. The objective in 2003 remains the same now: "get up to speed faster and smarter."

Michael Watkins can help each reader to do that; better yet, he can each reader, especially those with supervisory responsibilities, to help others to do that. That achievement is indeed an admirable objective. However, we are well-advised to recall Thomas Edison's observation, "Vision without execution is hallucination."
21 internautes sur 21 ont trouvé ce commentaire utile 
Must-read for any manager or new employee 12 février 2015
Par JustinHoca - Publié sur
Format: Format Kindle
This is a really useful book filled with sage advice for anyone assuming a leadership position, particularly as a former outsider to the organization. It's filled with reminders that you don't walk in with "the answer," that instead winning the trust and respect of your cohorts is a learning process that you should begin with great intensity. The first half of the book relates directly to someone who is assuming a management role, the next quarter of the book is about what to do as a new employee serving under a boss or bosses (perhaps as a mid-level manager). The last bit of the book gives a brief introduction to strategic thinking and the book concludes with questions to ask yourself (and your family) in evaluating your transition. It is applicable to any firm, church, non-profit, and even (mostly) the government.

Here's a summary of the points I gleaned:
- Establish your integrity in first 30 days.
- Learn all you can about the organization, put on your "historian" hat.
- Don't suggest changes without examining what has been done previously.
- Silence is not accession.
- Meet with everyone in the organization to evaluate their expectations. Ask them what they think you should focus on.
- Ask same questions of all so no one treated different and you have a cross-section.
- Look for "early wins," low-hanging fruit of improvements you can make or other things to boost morale.

Dealing with your boss in the first 30 days:
- Be proactive, assume it's on your shoulders to build the relationship and get the support you need.
- Schedule meetings to discuss expectations, evaluations, and personal development.
- Figure out what would give your boss "early wins." Make his priorities your priorities.
- Be proactive in doing things that will allow your boss to hear from people he trusts that you're a good worker.
- Don't bring your boss bad news early, at least without bringing good news too.
- Don't assume he will change. He has a style, foibles, accept them and work around then and move on. You can learn a lot from a bad boss, and you will likely have many.
- Examine how others relate to your boss and how he responds.

- Begin figuring out who you need to move off your team immediately, whose roles need to change, and who you need to evaluate further.
- Think strategically. After your first 90 days you should be able to present a plan that is actionable.
- Evaluate the vision of the organization, its values, and use SWOT analysis.

Ask yourself feedback questions every week.
- What isn't going well. Why? What can you change?
- What are you least happy about. What can you change about it?
- What meeting troubled you the most? ""
- What conflict needs to be most resolved? ""

Family also has to be considered. How is your new role and time commitment affecting your family? Was the move worth it?

The author doesn't state it like this, but focus on doing what's best next.

I give this book 4.5 stars out of 5. I highly recommend it.
15 internautes sur 15 ont trouvé ce commentaire utile 
Very useful tool for transitioning to a new job 29 octobre 2013
Par Jann Schultz - Publié sur
Format: Format Kindle Achat vérifié
First shared with me by my new boss, I quickly realized the approach and framework were going to be very useful and purchased my own anniversary copy. I'm 6 weeks into my transition as a senior executive at a new org and I'm finding the process very helpful. From the time you accept your position to crafting a 30-60-90 day plan I highly recommend for all transitioning executives and new managers.
17 internautes sur 19 ont trouvé ce commentaire utile 
The First 90 Days 8 mars 2007
Par Amazon Customer - Publié sur
Format: CD
The ideas and strategies presented in this book are very powerful. I've had numerous transitions in my career, some with Fortune 500 companies, and the tools in this book would have been incredibly useful. No companies I worked for have provided any transition guidance, regardles of size and resources. Unfortunately it's always been 'sink or swim'.

If you have a job or position change in the offing, this book is a must!
8 internautes sur 9 ont trouvé ce commentaire utile 
Informative but Monotone... 6 janvier 2013
Par Cunningham9247 - Publié sur
Format: CD Achat vérifié
I enjoyed the informative content. It makes sense and brings to attention the many aspects of leadership, job, or career transition in a way that enables you to go into the change purposefully and effectively. I wish I had this under my professional belt years ago. The downside: the speaker was not very dynamic and could have been less monotone to keep the listener's attention better.
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