When you join a new company, you should start by getting familiar with the business.
You also often have to start from zero with credibility and build new working relationships. When you join a new organization, you have to adjust to a new business context, political structure, and culture. If you don't fit, the company's immune system may reject you. You're the organ and the company is the body. Joining a new company is like an organ transplant. You’ll also need to establish new communication channels to inform you about what is happening and communicate your strategy and vision across the organization. As you rise in an organization, leveraging authority becomes less effective for getting stuff done. This includes rethinking what you are delegating and how you leverage influencer versus authority. This comes with increase scrutiny and requires you to rebalance your role in the organization. When you're promoted, your responsibilities grow. The two most common types of transitions are 1) getting promoted within a current organization and 2) onboarding into a new organization. During your first 90 days, it's important to accelerate your learning, secure early wins, and create alliances. You are vulnerable because you lack established working relations and a clear understanding of the new role. Transitions into new roles are the most challenging periods of a professional's life. In 2006, The Economist called The First 90 Days “the onboarding bible.” The First 90 Days provides strategies for getting up to speed faster in a new leadership role. When you accept a new leadership role, you embark on what Michael Watkins calls a "leadership transition". He specializes in helping first-time CEOs work with their boards, navigate and shape external complexities, and assess and reshape their teams. Michael advises C-level executives on how to succeed as they take on challenging new roles.
Michael Watkins is the author of The First 90 Days and the co-founder of Genesis Advisers.
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