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

This theme underscores the necessity for leaders to approach transitions as opportunities for accelerated learning. Watkins acknowledges that the initial period in a new role is a steep learning curve for any leader, irrespective of their prior experience or expertise. He explains that even seasoned professionals can struggle when confronted with new challenges, new team dynamics, and an unfamiliar organizational culture; learning, the book argues, is paramount to success in “the first 90 days.”

Through this theme, Watkins emphasizes that learning in leadership transitions is not an optional component but an absolute necessity. He argues that organizations often invest substantial resources in recruiting and hiring new leaders, and these investments must be complemented by investments in accelerating the leaders' learning curve. Without a dedicated focus on rapid learning and adaptation, leaders risk becoming ineffective, making costly mistakes, or even failing in their new roles.

Watkins emphasizes that learning must be tailored to an organization’s needs. Understanding the specific category of transition–whether it's about launching a new venture, recovering a declining team, driving growth, realigning objectives, or maintaining success–allows leaders to tailor their learning efforts accordingly. This framework not only acknowledges the multifaceted nature of leadership transitions but also guides leaders in overcoming the unique challenges that each type of transition presents.

The book also emphasizes that successful leaders must recognize the importance of learning and seek help when necessary. Whether through coaching, mentorship, feedback, or targeted training, leaders who understand their learning gaps and actively work to fill them are more likely to excel in their new roles. This aligns with the idea that learning is an ongoing and collaborative process, rather than a solitary endeavor.

Moreover, the significance of accelerating the learning curve extends to the broader context of the book's purpose. Watkins's book is not just about surviving the initial 90 days in a new role; it's about setting the stage for long-term success. He argues that excelling in a new leadership position is not merely about adapting quickly but about gaining a deep understanding of the role, the team, and the organization, and utilizing that knowledge to drive positive change and results.

This theme underlines the critical aspect of awareness and preparedness for the potential pitfalls that leaders may encounter during the initial phase of a new position. Watkins dedicates substantial attention to these traps, providing readers with insights, strategies, and real-life examples to help them navigate these challenges successfully. He ultimately suggests that those without a clear understanding of their new role will fall into these traps while those who plan and learn will avoid them.

One of the common transition traps that Watkins discusses is the “action imperative” trap. This occurs when a new leader's eagerness to make an impact leads to hasty decisions without a comprehensive understanding of the situation. Watkins advises against rushing into action without taking the time to diagnose the situation and develop a thoughtful plan. He presents action-imperative as a learning block; “if you habitually find yourself too anxious or too busy to devote time to learning, you may suffer from the action imperative” (41). To overcome this trap, he suggests that new leaders take a step back to assess, learn, and analyze the situation before taking action.

Another transition trap Watkins refers to is the “cultural complacency” that leaders may fall into when they underestimate the importance of organizational culture. Failing to grasp and adapt to the prevailing culture can lead to leadership missteps and resistance from the team.

Furthermore, adhering too rigidly to past successes and behaviors is another common trap, according to Watkins. Leaders often believe that what worked in their previous roles will automatically work in the new one. Watkins warns that replicating past behaviors without considering the unique context of the new role can lead to failure and resistance from team members. He writes, “you fail to see that success in the new role requires you to stop doing some things and to embrace new competencies” (8). This emphasizes the difference between those who plan and learn about their role and those who do not.

The significance of this theme is evident in the real-world consequences of falling into these transition traps. Using case studies and personal experience, Watkins argues that leaders who disregard the need for adaptation, neglect to understand the culture, or merely rely on past successes are more likely to fall into transition traps.

Watkins provides advice and strategies to avoid these common transition traps, emphasizing the importance of self-awareness, and a willingness to learn. He encourages leaders to listen actively, communicate transparently, and establish strong relationships with their teams. By discussing these traps and their implications in depth, Watkins aims to equip leaders with the tools to steer clear of these pitfalls and set themselves up for a successful transition.