领导策略：新官上任的第一个90天 FIRST 90 DAYS mobi 下载 网盘 caj lrf pdf txt 阿里云

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.

In this hands-on guide, Michael Watkins, a noted expert on leadership transiti***, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situati***, craft winning transition strategies, and take charge quickly.

Practical examples illustrate how to learn about new ***anizati***, build teams, create coaliti***, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.

Concise and actionable, this is the survival guide no new leader should be without

"Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major ***anizational implicati***. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition."

Preface

Acknowledgments

Introduciton:The First 90 Days

1.Promote Yourself

2.Accelerate Your Learning

3.Match Strategy to Stituation

4.Aecure Early Wins

5.Negotiate Success

6.Achivev Alignment

7.Build Your Team

8.Create Coaliti***

9.Keep Your Balance

10.Expedite Everyone

Conclusion:Beyond Sink or Swim

Noters

Recommended Reading

Index

About the Author

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作者简介：

　　Michael Watkins is an Associate Professor of Business Administration at the Harvard Business School, where he does research on leadership and coalition building. He is the coauthor of Right from the Start: Taking Charge in a New Leadership Role (HBS Press, 1999), and the author of Leadership Transiti***, an HBSP eLearning Program.

书籍介绍

Book Description

This is a short, concise, hands-on manual for managers at all levels - a handbook for a leader's first 90 days in office. This work contains lots of practical tools and questi*** for self-assessment. Written in a friendly and accessible tone, it offers a broad-gauged coverage of many ***ects and kinds of transiti*** at all levels. It includes new topics such as working with new bosses, building teams, and aligning the strategy, structure, systems and skills of ***anizati***.

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 ***anization needs you as much as you need the job. Based on three years of research into leadership transiti*** at all levels and hands-on work designing transition programs for top companies.

From Publishers Weekly

This earnest guide to career transition periods-when a new job or promotion puts an employee in an unfamiliar role-asserts, reassuringly, that navigating the all-important first 90 days is a "teachable skill." Business professor Watkins, co-author of Right From the Start: Taking Charge in a New Leadership Role, lays out a "standard framework" for leadership transiti***, based on "five fundamental propositi***," "ten key challenges," and a four-fold typology of situati*** that new managers find themselves in. Fortunately, Watkins balances the theorizing with practical steps managers can take to get on top of things and initiate changes, including elaborate self-assessment checklists, planning exercises and meticulous guidelines on how to have conversati*** with underlings and bosses. His advice, if not very original, is sound. He warns managers not to assume that their existing skills will suffice for new roles, advises them to pursue small-scale "early wins" to boost credibility, and admonishes workplace Machiavellis to "avoid pressing for closure until you are confident the balance of forces acting on key people is tipping you***ay." Watkins's penchant for cut-and-dried schematizati*** sometimes goes overboard, especially in the book's plethora of elementary graphs, tables, diagrams and matrices (novice orators are informed that "classic values invoked to convince others to embrace potentially painful change are summarized in table 8-1," while the oceanic topic of "Intersecting Cultural Dimensi***" gets boiled down to a three-ring Venn diagram). But if the content of Watkins's counsel is not always obviously helpful, his systematized approach to thinking will at least help panicky executives keep thei***its about them.

From Booklist

In these days of the public's microscopic scrutiny of corporate C-level executives, it's a wonder anyone would ***ire to the CEO position. Amazingly enough, many eager managers are still climbing--and Harvard Business School professor and author (Right from the Start [1999]) Watkins helps prepare them for career moves, accelerating their transiti***. This is, essentially, practical advice about undertaking new opportunities and understanding new vulnerabilities, quickly and without much upheaval. Different steps--sometimes simultaneously, sometimes sequential-- define success in the first three months, from promoting yourself (i.e., taking charge fast) to keeping your balance. Anecdotes enliven the checklists and sample learning plans; in fact, one specific case--Douglas Ivester of Coca-Cola--underscores the absolute necessity to adapt and change rapidly in new positi***. Much content is human resources related, based on self-discipline, team building, and the availability of trusted advice and counsel. Would that every newly elected president of the U.S. heeded this practice.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　Barbara Jacobs

Book Dimension:

length: (cm)23.5 　　　 　　　　　　　 　 width:(cm)15.5