the first 90 days michael watkins rapidshare files

The First 90 Days Michael Watkins Rapidshare Files Professional Demands During

Building credibility and securing some early wins lay a firm foundation for longer-term success.

Table of Contents The First 90 Days Critical Success Strategies for New Leaders at All Levels Preface Introduction - The First 90 Days Chapter 1 - Promote Yourself Chapter 2 - Accelerate Your Learning Chapter 3 - Match Strategy to Situation Chapter 4 - Secure Early Wins Chapter 5 - Negotiate Success Chapter 6 - Achieve Alignment Chapter 7 - Build Your Team Chapter 8 - Create Coalitions Chapter 9 - Keep Your Balance Chapter 10 - Expedite Everyone Conclusion - Beyond Sink or Swim Index List of Figures List of Tables List of Sidebars This document was created by an unregistered ChmMagic, please go to to register it.

Youre not yet sure of the challenges ahead or how you will meet them.

All you know is that you have three months to get on top of the job and move forwardor fail.

This book is your road map for taking charge quickly and effectively during critical career transition periods, whether youre a first-time manager or a new CEO.

Written by noted leadership transition expert Michael Watkins, The First 90 Days outlines proven strategies that will dramatically shorten the time it takes to reach what Watkins calls the breakeven point: the point at which your organization needs you as much as you need the job.

The First 90 Days Michael Watkins Rapidshare Files Professional Demands During

Based on three years of research into leadership transitions at all levels and hands-on work designing transition programs for top companies, Watkins provides illustrative examples and actionable tools that will show you how to: Assess your strengths and weaknesses and identify personal vulnerabilities Diagnose your situation and understand its challenges and opportunities Negotiate a productive working relationship with your boss Secure early wins that establish credibility and create momentum Build your team and connect with influential support coalitions Align strategy, structure, systems, and skills to enable success Balance personal and professional demands during the transition About the Author Michael Watkins is an Associate Professor of Business Administration at Harvard Business School, where he does research on leadership and negotiation.

He is the author of several books, including Breakthrough Business Negotiation: A Toolbox for Managers (2002); the coauthor ofRight from the Start: Taking Charge in a New Leadership Role (HBS Press, 1999); and the author of Leadership Transitions, an HBSP eLearning Program.

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Thanks. The First 90 Days Critical Success Strategies for New Leaders at All Levels Michael Watkins Harvard Business School Press Boston, Massachusetts copyright 2003 Michael Watkins All rights reserved.

Printed in the United States of America 07 06 05 04 10 9 8 7 6 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher.

Requests for permission should be directed to email protected, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.

Library of Congress Cataloging-in-Publication Data Watkins, Michael, 1956 The first 90 days: critical success strategies for new leaders at all levels Michael Watkins.

Includes bibliographical references and index.

ISBN 1-59139-110-5 (alk.

Leadership. 2. Executive ability.

Strategic planning.

Management. I. Title: First ninety day.

II. Title. HD57.7.W38 2003 658.4dc21 2003010766 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48-1992.

About the Author Michael Watkins is an Associate Professor at Harvard Business School, where he studies leadership and negotiation.

He teaches a popular second-year course on corporate diplomacy, which explores how executives negotiate with other business leaders, government officials, the media, and other stakeholders to shape the external environments of their organizations.

Prior to joining the HBS faculty in 1996, Watkins was an Associate Professor at Harvards Kennedy School of Government.

While at the Kennedy School, he studied complex international diplomacy negotiations in the Middle East, Korea, and the Balkans and coauthored Breakthrough International Negotiation: How Great Negotiators Transformed the Worlds Toughest PostCold War Conflicts.

Watkins is also the author of Breakthrough Business Negotiation: A Toolbox for Managers, which won the CPR Institutes prize for best book in the field of negotiation in 2002, and coauthor of Winning the Influence Game: What Every Business Leader Should Know About Government and Right from the Start: Taking Charge in a New Leadership Role.

To Dan With gratitude for your insight and friendship.

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Thanks. Preface As long as there have been leaders, there have been leadership transitions.

The changing of the guard and the challenges it poses for the new leader are as old as human society.

Those challenges have not gotten any easier given the complexity of modern organizations and the speed at which business gets conducted.

So if you feel that you are in over your head in your new position, you are in good company.

This book is your road map for taking charge in your first 90 days in a new job.

Why do you need it Because transitions are critical times when small differences in your actions can have disproportionate impacts on results.

Leaders, regardless of their level, are most vulnerable in their first few months in a new position because they lack detailed knowledge of the challenges they will face and what it will take to succeed in meeting them; they also have not yet developed a network of relationships to sustain them.

Failure to create momentum during the first few months virtually guarantees an uphill battle for the rest of your tenure in the job.