Career
by Michael D. Watkins
Why do good people start badly?
Michael Watkins studied leaders moving into new jobs and found the first few months decide a lot. Early slips and early wins both snowball. His question is how to reach the breakeven point, where you've given the organisation as much as you've taken from it, as fast as possible.
Hear a sample · read by Laura
The first trap is carrying on as if you're still in your old job, because that's where you feel competent. Watkins tells new leaders to make a mental break. Ask what the new role needs that the old one didn't, and stop doing the work you've been promoted out of.
Watkins sorts situations into start-up, turnaround, accelerated growth, realignment and sustaining success, or STARS. A turnaround needs fast, decisive cuts. A realignment means persuading people who don't believe anything is wrong. Moves that save one kind of situation can wreck another, so work out which you're in.
Your new boss matters more than anyone. Watkins suggests five conversations: how you each see the situation, what they expect, what resources you'll get, how you'll work together, and your own development. Have them early, bring solutions along with problems, and never let your boss be surprised.
Credibility comes from a few visible wins in the first months. Watkins advises picking problems your boss and team care about, that you can fix fast, and that point towards the bigger changes you'll need later. Win them in the way you'd like the team to work from then on.
Promote yourself
Let go of the old job you were good at. The new role asks for new skills.
Learn fast
Spend your first weeks learning how the place works before you rush to fix things.
Your situation
Work out what situation you've walked into, such as a turnaround or a start-up. Each needs its own plan.
Early wins
Get a few early wins that people can see. They build trust and momentum.
Your boss
Agree with your new boss what success looks like, rather than waiting to be told.
One thing to try
If you've started something new this year, such as a job, a team or a committee, book twenty minutes with the person you answer to. Ask what they'd need to see in three months to call it a success. Write it down in their words, and check it with them.
Knotd has the key ideas from 250+ non-fiction books, each in a few minutes, in plain words. The First 90 Days comes with a Spot the Trap case and a Your Move story to make it stick.
Get the whole book on KnotdOpen in the appWhy do good people start badly? Michael Watkins studied leaders moving into new jobs and found the first few months decide a lot. Early slips and early wins both snowball. His question is how to reach the breakeven point, where you've given the organisation as much as you've taken from it, as fast as possible.
Promote yourself; Read the situation first; Five talks with your boss; Early wins.
If you've started something new this year, such as a job, a team or a committee, book twenty minutes with the person you answer to. Ask what they'd need to see in three months to call it a success. Write it down in their words, and check it with them.
Yes. Knotd has the key ideas from The First 90 Days in a few minutes, in plain words, plus a Spot the Trap case and a Your Move story to test them. It's one of 250+ non-fiction books in the app.
