The First 90 Days: 8 key ideas
The core ideas of The First 90 Days, each in under a minute, written in our own words. Want the full depth? Get the book.
- IDEA 1 OF 8
The first months decide a lot
Watkins argues that the first ninety days in a new leadership role are critical.
Leaders who move wisely through this period build credibility and momentum, while those who stumble can struggle for a long time.
- IDEA 2 OF 8
Prepare for the new role
Watkins encourages leaders to mentally promote themselves, letting go of old roles and habits.
New jobs require new skills. In Watkins's view, a person who holds on to the old role may keep acting as before, and so struggles to meet the new job's demands.
- IDEA 3 OF 8
Learn quickly
Watkins argues that new leaders must learn about the organisation, its culture and its problems quickly.
Structured learning helps. In Watkins's view, the sooner a new leader understands people, history and problems, the sooner they can make good decisions.
- IDEA 4 OF 8
Match strategy to situation
Watkins describes the STARS model: start-up, turnaround, realignment and sustaining success.
Each situation requires a different approach. In Watkins's view, a leader must first judge which situation they face, because the right action in one may be wrong in another.
- IDEA 5 OF 8
Agree with your boss
Watkins suggests negotiating expectations and resources with your boss early.
Clear agreement prevents misunderstandings. In Watkins's view, a new leader and the boss who hired them may have different ideas, so talking early about them avoids trouble later.
- IDEA 6 OF 8
Secure early wins
Watkins recommends achieving early wins to build credibility.
Small successes create momentum. In Watkins's view, a new leader gains trust when people see results soon, and this goodwill helps with harder tasks later.
- IDEA 7 OF 8
Build alliances
Watkins suggests building coalitions of supporters across the organisation.
Influence often requires allies. In Watkins's view, a new leader cannot do everything alone, and supporters inside the organisation can help a plan to succeed.
- IDEA 8 OF 8
Look after yourself
Watkins reminds leaders to manage stress and maintain balance during transitions.
Personal discipline matters. In Watkins's view, a leader who is worn out finds it harder to think clearly, so caring for oneself helps the new role succeed.
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