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The First 90 Days: Critical Success Strategies for New Leaders at All Levels [Livre audio, Version intégrale] [Anglais] [CD]

Michael Watkins , Kevin T. Norris

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The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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Commentaires client les plus utiles sur (beta) 4.5 étoiles sur 5  130 commentaires
17 internautes sur 17 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 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
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."
13 internautes sur 13 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 The First 90 Days 8 mars 2007
Par Amazon Customer - Publié sur
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!
10 internautes sur 10 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 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.
15 internautes sur 18 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Good structure, but a bit sensationalist. 28 avril 2009
Par Ms. S. Hooper - Publié sur
Format:CD|Achat vérifié
well structured thinking, however, I found the rather sensationalist claims that things are 'doomed for failure' if not following this approach a bit too much.
Watkins trys to segment his whole approach into different business needs, STARS - start up, turn around,realignement etc. This is a good thought, however, as he also states, it is rarely that finely cut.
Lots of good thoughts to take away and a useful book.
He can write well, but Michael Watkins is a terrible speaker and should not have been used to read this book on the audio - REALLY hard going trying to stay listening to him!!
5 internautes sur 5 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 ok - but mainly for people taking a leadership position for the first time 29 septembre 2013
Par thn - Publié sur
Format:Format Kindle|Achat vérifié
The book is ok - some good points etc - however a lot can be boiled down to make a 90 day plan and communicate. a few good ideas etc - however could (from my point of view) have covered most in a 10 page article. would recommend the book for flipping through - especially if you do not change job that often.
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