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First 90 days - Coggle Diagram

- - - - sticking with what you know
        
        doing same things as in previous role
        
        fail to see that success in new role requires stop some thing and embrace new competencies
      - falling prey to the "action imperative"
        
        try too hard too early to put your own stamp on the organisation
        
        too busy to learn
        
        make bad decisions; catalyse resistance to your initiatives
      - setting unrealistic expectations
        
        failing to negotiate your mandate
        
        failing to establish clear, achievable objectives
      - attempting to do too much
        
        rushing off in all directions
        
        launching multiple initiatives hoping some will pay off
        
        people get confused; no critical mass focused on key initiatives
      - coming in with "the" answer
        
        mind already made up about "the" problems and "the" solutions
        
        alienate people who could help understand
        
        squander opportunities to develop support
      - engaging in wrong type of learning
        
        overly focused on technical part
        
        less focused on cultural and political dimensions
        
        fail to build cultural insights, relationships and information conduits
      - neglecting horizontal relationships
        
        overly focused on vertical relationships
        
        less focused on peers and other stakeholders
        
        miss early opportunities to build supportive alliances
  - - - take a mental break from your old job; prepare to take charge in the new one
      - What got you here won't get you there
      - dangers of sticking with what you know, working hard at doing it; failing miserably
    - - climb the learning curve as fast as possible
      - like drinking from firehose
      - must be systematic and focused on what to learn and how to learn efficiently
    - - startups vs turning around a product in serious trouble
      - clear diagnosis of situation prerequisite for developing action plan
    - - builds credibility
      - creates momentum
      - creates virtuous cycles
      - creates pervasive sense that good things are happening
      - first few weeks = identify opportunities to build personal credibility
      - first 90 days = identify ways to create value and improve business results
    - - build a productive working relationship with your boss
      - carefully planning a series of critical conversations - situation, expectations, working style, resources, personal development
      - CRUCIALLY = developing and gaining consensus on 90-day plan
    - - Play the role of ORGANISATIONAL ARCHITECT
      - is organisation's strategic direction sound?
      - bring organisation's structure into alignment with its strategy
      - develop processes and skill bases to realise strategic intent
    - - inheriting a team
        
        evaluate, align and mobilize members
        
        restructure to better meet demands of the situation
        
        be willing to make tough early personnel calls
        
        select right people for right positions
    - - success depends on ability to influence outside direct line of control
      - identify those whose support is essential for your success
      - figure out how to line them up on your side
    - - risks of losing perspective
      - risks of becoming isolated and making bad calls
      - have the right advice-and-counsel network
- - - - establish realistic expectations
      - reach consensus
      - secure sufficient resources
  - - - Don't stay away
        
        communication gaps potentially crippling
        
        lot of rope may be enough to hang yourself
        
        get on your boss's calendar regularly
      - Don't surprise your boss
        
        worst if your boss learns your problem from someone else
        
        give a heads-up as you become aware of a developing problem
      - Don't approach only with problems
        
        also have plans on how to proceed
      - Don't run down your checklist
        
        your boss does not want to hear what all you've been doing
        
        focus on most important things you're trying to do; how she can help
      - Don't expect your boss to change
    - - Clarify expectations early and often
        
        in trouble if boss wants to fix things fast though business has serious structural problems
        
        lower unrealistic expectations early
      - Take 100% responsibility for making relationship work
        
        flip side of Don't stay away
        
        don't expect your boss to reach out
      - Negotiate timelines for diagnosis and action planning
        
        don't get caught up in firefighting
        
        don't get pressured to make calls before ready
      - Aim for early wins in areas important to the boss
        
        figure out what boss cares about most
        
        how do your actions fit into this picture
        
        focus 3 most important areas; discuss your actions in those every time
      - Pursue good marks from those whose opinions your boss respects
        
        your boss's opinion of you based on indirect interactions
        
        be alert to the information/opinion conduits reaching your boss
  - - - grasp how your boss sees the situation
      - get required direction, support and space
    - - clarify, clarify, clarify; understand and negotiate expectations
      - what boss needs - short term and medium term
      - what constitutes success? how will performance be measured?
      - under-promise and over-deliver
      - if you don't manage expectations; they will manage you
      - educate your boss; shape boss's perceptions of what you can/should achieve
      - figure out how you fit in the larger picture
      - don't assume or let key issues remain ambiguous
      - ambiguity about goals and expectations is dangerous
    - - your needs to be successful
      - what do you need your boss to do?
    - - how can you best interact on an ongoing basis
      - forms of communication she prefers
      - decisions she wants consulted on; where can you make calls
      - differences in styles and implications in ways we should interact
      - not to become close friend; build a productive working relationship
      - diagnose and note your boss's style in detail
      - surface the difficult issues by addressing them directly
      - risk of being interpreted as disrespect or even incompetence
      - be assertive; explicitly say expect differences in how we approach; but you are committed to achieving the results
    - - once you are a few months into your new role
      - discuss what your developmental priorities should be
      - when the relationship is well established
      - ask for feedback on your strengths and weaknesses
      - ask for feedback on your ability to act on the feedback
      - when at a point where success demands a different set of skills and attitudes, discipline yourself to be open to learning from others
      - don't restrict focus on hard skills; higher up its soft skills