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The First 90 Days: Critical Success Strategies for New Leaders at All Levels (Audio CD)
by Michael Watkins
| Category:
Leadership, Management |
| Market price: ¥ 228.00
MSL price:
¥ 208.00
[ Shop incentives ]
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A solid, well-written transition guide for new leaders with a practical overview and insightful perspectives. |
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AllReviews |
1 2   | Total 2 pages 14 items |
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Financial Times (MSL quote), UK
<2007-01-31 00:00>
Watkins offers a do-it-yourself road map for executives, whether... moving into start-ups, leading turnarounds, orchestrating changes or sustaining high-performance companies. |
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Fortune (MSL quote), USA
<2007-01-31 00:00>
Watkins provides enough statistics, charts, and checklists to help any newly minted boss roam the halls with confidence. |
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USA Today (MSL quote), USA
<2007-01-31 00:00>
Those who take the time to complete Watkins' steps will likely reap rewards... |
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The Economist (MSL quote), USA
<2007-01-31 00:00>
It is meant for, and should be useful to, anyone about to make a change. |
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Goli Darabi (Senior VP, Fidelity Investments) (MSL quote), USA
<2007-01-31 00:00>
Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you. |
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Colonel Eli Alford (U.S. Army) (MSL quote), USA
<2007-01-31 00:00>
Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter. |
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Suzanne M. Danielle (Director of Global Leadership Development, Aventis) (MSL quote), UK
<2007-01-31 00:00>
Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable. |
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Gordon Curtis (Principal, Curtis Consulting) (MSL quote), USA
<2007-01-31 00:00>
The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully. |
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Soda (MSL quote), USA
<2007-01-31 00:00>
This book teaches readers what a new manager is to do in the first ninety days of his/her tenure so as to succeed in an organization. This book presents a few propositions about new leaders taking on new jobs. They include the following. (1) The root causes of transition failure lie in the deadly interaction between the situation and the new leader. (2) There are systematic methods and techniques that a new leader can learn and use to enhance a successful transition. (3) It is important to build credibility from the very beginning. (4) Companies should develop a standard transition framework for their new managers so that the company is a level playing field for promising new hires. As a result, success is not merely due to the accidental placing of a person in a situation that happens to be a good match to his/her skills. Having successful new managers will eventually return great benefits to an organization.
The author goes on to teach the detailed techniques involved in such a transition. Handling such a situation is very similar to doing a SWOT analysis tailored for a new leader coming on board. Overall, the new manager is called to handle one of the four major types of strategic situations: (1) start-up, (2) sustaining success, (3) realignment, and (4) turnaround. Each calls for a different set of emphases and techniques. Further, he discusses how a new leader should get along with his/her new boss, subordinates, and team members. Moreover, personally, the new leader should mentally acknowledge the fact that he/she has been promoted to this new position and also take care of the home front to ensure a smooth transition for the whole family.
The information presented in this book is clear and logical. Most chapters start with the same format: a short case and a list of common mistakes made by new leaders. The text is supplemented with tables and diagrams for enhancing understanding. The writing style is quite academic.
Overall, the author has given some important guidance to readers on this important topic of handling a transition successfully. |
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Rolf Dobelli (MSL quote), Switzerland
<2007-01-31 00:00>
It doesn't matter what level of the organization your new leadership role is in - from project supervisor to CEO - every promotion brings a period of transition, the need for new skills and a set of new expectations, challenges and opportunities. Just because you've been successful in one leadership role, you can't assume that your old strategy will automatically succeed in your new role. It probably won't. Take an analytical approach. Diagnose the situation and adapt your strategy to it. Michael Watkins' book tells you exactly how. If you will soon begin - or have already begun - a new leadership role, this book is an invaluable resource to help you map out your strategy, get on your boss's good side and accelerate your transition. Watkins provides fundamental information for anyone who wants to become a leader and stay on top, because he teaches you how to make a successful transition when your time comes. We recommend this excellent book to any leader at any level who is going through or embarking on a period of transition into a new role. Here's how to help make the transition more successful, faster and easier - on your staff, your boss and yourself. |
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1 2 | Total 2 pages 14 items |
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