Transitions - Ruminating the First Half of "The First 90 Days"
Kenneth Igiri
Enterprise Architect | Enabling Long-Term Business-Tech Alignment with Architecture & Strategy Tools
If you are reading this from Africa, I would like to first of all issue the disclaimer that this article does not refer to funerals. It just so happens to be the core theme of a book I started reading recently by Michael Watkins . Before buying the book, I had watched at least two free videos on YouTube where he was so kind as to discuss the core concepts of the book in a 微软 PowerPoint presentation. I assume that was the tools he used to deliver.
Incidentally, this book is not a new release. I happen to be reading the tenth anniversary edition. It is the product of a very rich mind backed by profound scholalry research on an apparently unpopular subject among academics. I was particularly inspired by the fact that this book is partly the outcome of a specific study of business leaders who shared their experiences with respect to transitioning to new roles.
Michael Watkins skillfully delivers insight through this book in a way that is practical, captivating and authentic. The First 90 Days is worth your precious attention.
Transitions Are More Popular than We Might Think
One intriguing part of the story of the launch of this book, The First 90 Days, is the fact that some academic colleagues had actually advised Michael NOT to write the book. But then he was called upon to examine the subject by speaking to real world professionals who had successfully (and unsuccessfully) navigated transitions. Part of the allure of the book is the way he infused these true stories in it.
I can identify with the claims captured in this section because quite a few years ago I began to toy with the thought that upwardly mobile professionals do not stick in one company for too long. These days, very rarely do top executives move through the ranks of an organition to become C-suite power brokers. Even those who do are still experiencing a transition.
From my perspective however, transitions are likely to be more significant in their impact when the involve professionals moving from one organization to another. I spent some time a few years ago looking at the LinkedIn profiles of younger, forcefully advancing professionals. They are rarely married to their organizations. So I came to the conclusion that,
Every time you move, the perception of your value escalates
Kinds of Transitions
For some, a transition could mean being promoted, moving laterraly from one role to another, moving from one organization to another or even moving across geographies whether with the same organization or to another. In all cases, such a change brings with it certain nuances that have predictable implications discussed in The First 90 Days.
The thrust of Michael Watkins book is that every professional moving into a new role should plan to make an impression in ninety days or less. He identifies the third month as a typical "break-even" point in the journey of a professional in a new role. It is worth noting at this point that the book is largely focused on those in leadership roles.
Transition Statistics
Another interesting aspect of the book is the profound statitics the writer introduces in the early chapters regarding transitions. Michael Watkins emphasizes that based on his research with a sample size of 580 business leaders, the typical leader experienced 13.5 major transitions in 18.2 years. That comes to a transition every 1.3 years per leader.
To balance the equation, I will state that every time I see statistics from Europe and America, I question whether it is the same everywhere else. Are African professionals changing jobs as rapidly as this - rising up the ladder or relocating. Whether or not the research fits our unique narratives perfectly, I think the principles derivable remain relevant.
Transition Traps
Michael Watkins highlights a few traps professionals typically fall into when faced with the reality of transitions. See whether you find yourself falling into one or more of them:
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Two of these traps struck me personally - the first and the fourth. It is very easy to assume that because one has had a lot of schooling and certifications, one has "the" answer to a new organization's problems. Things are slightly trickier that that.
The Learning Conversation Struck a Nerve
The Fundamendal Principles
The writer shared ten profound principles necessary to avoid failure in a new role.
The phrases were unpacked in profound and very practical ways. Anyone who has been around for a while would be able to identify with the ideas shared in these pages.
We Were Hired for What We've Done
Every head hunter on LinkedIn and otherwise is looking for professionals who have accomplished something in their career. When that call is made, we feel a sense of pride that we have been recognized with an offer to do more. In the context of a company, that recognition is with a promotion based on a good track record. In both cases, it is likely that the new role requires honing a whole new set of skills. So while we are hired for what we have done, it is rare that we are hired to do exactly what we have done. Even if it is a lateral move, the context is different.
Learning Politics and Culture
As one moves up, one realises that the most important lessons are not those that pertain to the technicalities of delivering in one's area of expertise. The journey upwards is replete with demands for skills in politics and understanding of culture specific to the organization or that new part of it to which one has been absorbed.
Failing to grow new neurons in these vital areas of specialization might leaving one hanging out in the cold, dark exterior of the centre of action when one engages at senior levels of the corporate world.
The Journey Continues
This article has been a brief and hopefully a useful one on the most striking thoughts to me so far from the book The First 90 Days. You would understand that I cannot share the entire book here for space and safety reasons. I do have to remain within copyright laws, right? But I must say the book is superb; a great read for any serious-minded professional rising in their career.
The First 90 Days is labelled, "The onboarding Bible" by The Economist and ranks #1 in the Job Hunting and Career Guides category on 亚马逊 . If get get your copy of The First 90 Days, you would probably end up joining the over ten thousand readers who have written exciting reviews on 亚马逊 . Visit https://www.amazon.com/First-90-Days-Strategies-Expanded/dp/1422188612 to check it out.
Enterprise Architect | Enabling Long-Term Business-Tech Alignment with Architecture & Strategy Tools
4 个月It is quite interesting that the writer kept using the pronoun "her" for your #boss. And you know that "low hanging fruit" thingy, he kinda debunked it. Third, if you have never heard of the #STARS portfolio, it is mindblowing. I'll probabaly write about it in a future article on #WorkThoughts.