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The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter [Kindle Edition]

Michael D. Watkins
5.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)

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Produktbeschreibungen

Pressestimmen

“His wisdom, and research, has helped many masterfully onboard into new positions.” — Forbes.com

“Watkins has taken a rather prosaic proposition (first impressions count) and built around it a handbook that grown-ups can use in business, particularly in times of change and transition.” — Idealog (New Zealand)

“A useful addition to leadership studies collections.” — Choice magazine

The First 90 Days is a rich source of material for any executive coach and of course any uncoached executive. I highly recommend it.” — Coaching Today

The First 90 Days and its digital counterpart serve as valued resources for leaders just stepping into a critical new role—when first impressions matter so much, and every word or deed can tip the scale of public opinion.” — T+D magazine (American Society for Training & Development)

“No business holding should be without this expanded coverage.” — Midwest Book Review

“Any person who gets a new job or promotion or position, can use this book to be more effective in the first 3 months on the job…. It is no doubt that [The First 90 Days] has lasting-power and will remain popular and useful for many years to come.” — 800 CEO READ

“…packed with practical suggestions for how to successfully navigate through new scenarios.” — GuruFocus.com

“In his seminal book The First 90 Days, Michael Watkins advises that, as a leader in the first 90 days of a new leadership role, you should promote yourself, accelerate your learning, match your strategy to the situation, and create coalitions.” — FastCompany.com

“a superb guide” — Globe & Mail

Kurzbeschreibung

The world’s most trusted guide for leaders in transition

Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.

In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.

By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation.

Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.


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5.0 von 5 Sternen Gute Starthilfe 29. März 2014
Format:Kindle Edition|Verifizierter Kauf
M. Watkins schafft es anhand von neun Punkten und vielen Beispielen eine gute Hilfestellung für neue Herausforderungen im Berufsleben zu geben. Der Praxisbezug wird durch integrierte Checklisten und Analysetools erweitert. Das STARS-Modell ist mein Favorit, da es sehr einfach und doch umfassend ist. Dieses Buch ist für alle neuen Manager ein Muss!
War diese Rezension für Sie hilfreich?
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
Amazon.com: 4.5 von 5 Sternen  242 Rezensionen
39 von 39 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Must-read for any manager or new employee 12. Februar 2015
Von JustinHoca - Veröffentlicht auf Amazon.com
Format:Kindle Edition
This is a really useful book filled with sage advice for anyone assuming a leadership position, particularly as a former outsider to the organization. It's filled with reminders that you don't walk in with "the answer," that instead winning the trust and respect of your cohorts is a learning process that you should begin with great intensity. The first half of the book relates directly to someone who is assuming a management role, the next quarter of the book is about what to do as a new employee serving under a boss or bosses (perhaps as a mid-level manager). The last bit of the book gives a brief introduction to strategic thinking and the book concludes with questions to ask yourself (and your family) in evaluating your transition. It is applicable to any firm, church, non-profit, and even (mostly) the government.

Here's a summary of the points I gleaned:
- Establish your integrity in first 30 days.
- Learn all you can about the organization, put on your "historian" hat.
- Don't suggest changes without examining what has been done previously.
- Silence is not accession.
- Meet with everyone in the organization to evaluate their expectations. Ask them what they think you should focus on.
- Ask same questions of all so no one treated different and you have a cross-section.
- Look for "early wins," low-hanging fruit of improvements you can make or other things to boost morale.

Dealing with your boss in the first 30 days:
- Be proactive, assume it's on your shoulders to build the relationship and get the support you need.
- Schedule meetings to discuss expectations, evaluations, and personal development.
- Figure out what would give your boss "early wins." Make his priorities your priorities.
- Be proactive in doing things that will allow your boss to hear from people he trusts that you're a good worker.
- Don't bring your boss bad news early, at least without bringing good news too.
- Don't assume he will change. He has a style, foibles, accept them and work around then and move on. You can learn a lot from a bad boss, and you will likely have many.
- Examine how others relate to your boss and how he responds.

Strategy
- Begin figuring out who you need to move off your team immediately, whose roles need to change, and who you need to evaluate further.
- Think strategically. After your first 90 days you should be able to present a plan that is actionable.
- Evaluate the vision of the organization, its values, and use SWOT analysis.

Ask yourself feedback questions every week.
- What isn't going well. Why? What can you change?
- What are you least happy about. What can you change about it?
- What meeting troubled you the most? ""
- What conflict needs to be most resolved? ""

Family also has to be considered. How is your new role and time commitment affecting your family? Was the move worth it?

The author doesn't state it like this, but focus on doing what's best next.

I give this book 4.5 stars out of 5. I highly recommend it.
31 von 32 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen How and why the first 90 days in a new leadership position can sometimes seem like 90 minutes 10. Mai 2013
Von Robert Morris - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
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."
18 von 18 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Very useful tool for transitioning to a new job 29. Oktober 2013
Von Jann Schultz - Veröffentlicht auf Amazon.com
Format:Kindle Edition|Verifizierter Kauf
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.
18 von 21 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen The First 90 Days 8. März 2007
Von Amazon Customer - Veröffentlicht auf Amazon.com
Format:Audio CD
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!
6 von 6 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Helped me with my New Job 14. September 2013
Von mjp - Veröffentlicht auf Amazon.com
Format:Kindle Edition
Lots of examples in this book were very close to instances I remember seeing in the workplace when managers were in transition. Now I understand how some did well and others did not....
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