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The First 90 Days: Critical Success Strategies for New Leaders at All Levels [Englisch] [Gebundene Ausgabe]

Michael Watkins
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Kurzbeschreibung

1. Oktober 2003
Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. "The First 90 Days" provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.Concise and actionable, this is the survival guide no new leader should be without. 'Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins' "The First 90 Days" provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition' - Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments.'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' - Colonel Eli Alford, U.S. Army.'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' - Suzanne M. Danielle, Director of Global Leadership Development, Aventis. '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' timing with The First 90 Days is impeccable' - Gordon Curtis, Principal, Curtis Consulting.'"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' - Mike Kinkead, President and CEO, time BLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council.

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Produktinformation

  • Gebundene Ausgabe: 208 Seiten
  • Verlag: Harvard Business Review Press; Auflage: First Edition (1. Oktober 2003)
  • Sprache: Englisch
  • ISBN-10: 1591391105
  • ISBN-13: 978-1591391104
  • Größe und/oder Gewicht: 14,7 x 2,5 x 21,5 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 53.550 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Synopsis

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. "The First 90 Days" provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.Concise and actionable, this is the survival guide no new leader should be without.

'Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins' "The First 90 Days" provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition' - Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments.'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' - Colonel Eli Alford, U.S. Army.'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' - Suzanne M. Danielle, Director of Global Leadership Development, Aventis. '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' timing with The First 90 Days is impeccable' - Gordon Curtis, Principal, Curtis Consulting.'"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' - Mike Kinkead, President and CEO, time BLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council.

Über den Autor und weitere Mitwirkende

Michael D. Watkins is an Associate Professor of Business Administration in the Negotiation, Organizations & Markets unit at the Harvard Business School. He lives in Boston. Besides Right from the Start, Watkins has authored many cases, HBR articles, a workbook, and the Leadership Transitions eLearning program.

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THE PRESIDENT of the United States gets 100 days to prove himself; you get 90. Lesen Sie die erste Seite
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18 von 20 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Wie man als neuer Manager überlebt 22. Dezember 2004
Format:Gebundene Ausgabe
Dieses Buch ist nicht nur für den Top Manager. Es ist auch für Sie und mich. Es ist für Funktionsleiter, Projektleiter und Aufseher. Das Buch zielt neue Manager auf allen Niveaus, die den Übergang von einer Ebene zum anderen erstreben.
Wenn Sie gerade zu einer neuen Führungsposition gefördert worden sind, dann ist dieses Buch für Sie.
Das Buch darlegt zehn Übergängen-Strategien, welche die Zeit verkürzen, die Sie brauchen den „Break-eben Punkt" zu erreichen (der Punkt, an dem Ihre Organisation Sie benötigt soviel wie Sie den Job benötigen). Hier sind sie... die zehn Strategien:
1. FÖRDERN SIE SICH SELBST. Bilden Sie einen Geistesbruch von Ihrem alten Job. Nehmen Sie nicht an, dass das was Sie bis jetzt erfolgreich gemacht hat auch ohne weiteres fortsetzen wird in der Zukunft.
2. BESCHLEUNIGEN SIE IHR LERNEN. Klettern Sie die Lernenskurve so schnell, wie Sie in Ihrer neuen Organisation können. Verstehen Sie Märkte, Produkte, Technologien, Systeme und Strukturen, sowie Kultur und Politik. Es kann leider wie das Trinken von einem Feuerschlauch sein. Deswegen müssen Sie sehr systematisch und fokussiert vorgehen.
3. STRATEGIE ZUR SITUATION ANPASSEN. Es gibt keine Universal-Richtlinien für Erfolg in den Übergängen. Sie müssen die Geschäftslage genau bestimmen und seine Herausforderungen und Möglichkeiten erklären. Der Autor kennzeichnet vier sehr unterschiedliche Situationen: ein Unternehmen gründen; ein Turnaround durchführen; eine Wiederausrichtung der Organisation erledigen; eine erfolgreiche Organisation weiterführen. Sie müssen unbedingt verstehen, wie Ihre einzigartige Situation aussieht, bevor Sie Ihren Aktionsplan entwickeln.
4.
Lesen Sie weiter... ›
War diese Rezension für Sie hilfreich?
3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Packed with Knowledge! 7. Juli 2005
Format:Gebundene Ausgabe
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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423 von 453 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen An antidote to sink or swim 20. Dezember 2004
Von Peter Leerskov - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
This book is not just for managers at the executive level. It's also for you and me. It's for functional managers, project managers, and supervisors. The book targets new leaders at all levels that are making the transition from one rung of the ladder to the next.

If you have just been promoted to a new leadership position (or expect to be soon), then this book is for you.

The book outlines ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point: the point at which your organization needs you as much as you need the job. Here they are ... the ten strategies:

1. PROMOTE YOURSELF. Make a mental break from your old job. Prepare to take charge in the new one. Don't assume that what has made you successful so far will continue to do so. The dangers of sticking with what you know, working hard at doing it, and failing miserably are very real.

2. ACCELERATE YOUR LEARNING. Climb the learning curve as fast as you can in your new organization. Understand markets, products, technologies, systems, and structures, as well as its culture and politics. It feels like drinking from a fire hose. So you have to be systematic and focused about deciding what you need to learn.

3. MATCH STRATEGY TO SITUATION. There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. The author identifies four very different situations: launching a start-up, leading a turnaround, devising a realignment, and sustaining a high-performing unit. You need to know what your unique situation looks like before you develop your action plan.

4. SECURE EARLY WINS. Early victories build your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.

5. NEGOTIATE SUCCESS. You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. No other relationship is more important. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.

6. ACHIEVE ALIGNMENT. The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization's strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize strategic intent.

7. BUILD YOUR TEAM. If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition.

8. CREATE COALITIONS. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals.

9. KEEP YOUR BALANCE. The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource

10. EXPEDITE EVERYONE. Finally, you need to help everyone else - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.

This book is not only relevant on the individual level. This transition process for new managers happens so often that it should be handled with more professionalism by (big) organizations. Whereas we as managers try to work actively with introduction programmes and training for new employees, then many managers must face their transition challenge alone. It shouldn't be like that. The "sink or swim" approach should be doomed.

Peter Leerskov,
M.Sc. in International Business (Marketing & Management) and Graduate Diploma in E-business
162 von 177 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Slightly second to Neff & Citrin, worth reading both 9. April 2005
Von Robert David STEELE Vivas - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
This is a fine book with a lot of substance, and I place it slightly second to Thomas Neff and James Citrin's "You're in Charge--NOW WHAT?."

From my point of view as the reader, Neff & Citrin actually catalyzed me and inspired me into preparing a 100 day plan broken into 10 ten-day blocks, while Watkins is more of a manual with lots of useful checklists and suggested questions and so on, but between the two, Neff & Citrin actually drove me to the needed outcome: my own 100 day plan.

Both are good. If you buy only one, buy Neff & Citrin, but I do recommend that you buy both, read Neff & Citrin first, and then cherry pick from Watkins--the cost of these books is trivial in comparison to the return on investment.
147 von 163 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen First 90 Days came up short... 31. Dezember 2005
Von D. Kanigan - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
I bought "The First 90 days" by Michael Watkins and Neff/Citrin's book titled "You're in Charge - Now What." I found Neff's book to be a stronger and more practical guide. Both offered excellent guidance however Neff & Citrin produced a more interesting and readable (less text-book like) book with real life examples and a road map. Word of warning in that both books are written for senior business management and less applicable for lower levels of management or line positions.
29 von 30 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Will you rise to the challenge? 5. November 2012
Von Edyth Ardolino - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
This book is a great and practical guide to help any leader transition into a new job, position, and organization--within 90 days (a critical timeframe to be considered as "hitting the ground running"). There's a checklist at the end of every chapter to help you absorb key lessons, apply them to your situation, and tailor them to your own transition plan. The book is loaded with practical strategies, lessons, and advice for a smooth transition.

The First 90 Days - Chapter Summaries:

INTRODUCTION: THE FIRST 90 DAYS

- The actions you take in your first three months in a new job will largely determine whether you succeed or fail.

1. Promote Yourself: Make the mental break from your old job and prepare to take charge in the new one. The biggest pitfall you face is to assume that what has made you successful to this point in your career will continue to do so.

2. Accelerate Your Learning: Accelerate the learning curve as fast as you can in your new organization. Understand its markets, products, technologies, systems, structures, and culture, and politics.

3. Match Strategy to Situation: Diagnose the business situation accurately and clarify its challenges and opportunities.

4. Secure Early Wins: Early wins build your credibility and create momentum.

5. Negotiate Success: Figure out how to build a productive working relationship with your new boss and manage his/her expectations. Plan for a series of critical conversations. Develop and gain consensus on your 90-day plan.

6. Achieve Alignment: Figure out whether the organization's strategy is sound. Bring its structure into alignment with its strategy.

7. Build Your Team: If you are inheriting a team, evaluate its members and restructure it to better meet the demands of the situation. Make tough early personnel calls.

8. Create Coalitions: Influence people outside your direct line of control. Rely on supportive alliances, internal and external, to achieve your goals.

9. Keep Your Balance: Work hard to maintain your equilibrium and preserve your ability to make good judgments.

11. Expedite Everyone: Help everyone in your organization accelerate their own transitions.

CONCLUSION: BEYOND SINK OR SWIM
- The biggest danger you face is belief in a one-size-fits-all rule for success.

All in all, The First 90 Days is now one of my absolute favorites, right up there with the other leadership must read Leadership 2.0
37 von 40 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Roadmap for fast start 1. November 2003
Von Ein Kunde - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
I am the CEO of a successful holding company involved in diversification. I was drawn to this book because I was looking for a roadmap for leaders to jump start their success. This wonderful book provides the necessary critical strategies. I recommend that leaders on all levels read this book and another, Optimal Thinking: How To Be Your Best Self to understand the shortcomings of suboptimal thinking in corporate culture and to create a team of optimizers who optimize every situation. Five stars for each of these books!
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