First 90 Days In A New Job Presentation

I have a lengthy presentation to do for a new job on what I would do in the first 100 days. Any best practice advice on this?

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Jay’s Answer: Spend the first 30 days listening, watching, and doing a wide variety of tasks. That’ll give you an idea of not just high-level strategic needs but also the politics on-site and time to align yourself with your team.

Unless you’re being hired with the power to make sweeping changes, it’s best to describe how you can infuse the company with your unique insights on specific projects/goals.

1 thought on “First 90 Days In A New Job Presentation

  1. I wrote a book on this – The First 90 Days:Critical Success Strategies for New Leaders at All Levels. The most important things to do this early days are to focus on (1) learning – not just about the job, but also about the culture and politics and (2) building productive working relationships with your new boss, peer, reports, and other key stakeholders. Table of Contents below.

    Introduction: The First 90 Days
    Why transitions are critical times. How new leaders take charge more effectively. Fundamental principles for successful transitions. The organizational benefits of a common framework for accelerating everyone.

    Chapter 1. Promote yourself
    Why people fail to make the mental break from their old job. Preparing to take charge in a new role. Assessing vulnerabilities. Laying the groundwork for success.

    Chapter 2. Accelerate your learning
    Learning as an investment process. Planning to learn. Figuring out the best sources of insight. Using structured methods to accelerate learning.

    Chapter 3. Match strategy to situation
    The dangers of “one best way” thinking. Diagnosing the situation to develop the right strategy. The STARS model of types of transitions. Using the model to analyze portfolios, reward success, and develop leaders.

    Chapter 4. Secure early wins
    Avoiding common traps. Figuring out A-item priorities. Creating a compelling vision. Building personal credibility. Getting starting on improving organizational performance. Plan-then-implement change vs. collective learning.

    Chapter 5. Negotiate success
    Building a productive working relationship with a new boss. The five-conversations framework. Defining expectations. Agreeing on a diagnosis of the situation. Figuring out how to work together. Negotiating for resources. Putting together your 90-day plan.

    Chapter 6. Achieve alignment
    The role of the leader as organizational architect. Identifying the root causes of poor performance.
    Aligning strategy, structure, systems, and skills.

    Chapter 7. Build your team
    Inheriting a team and changing it. Managing the tension between short-term and long-term goals. Working team restructuring and organizational architecture issues in parallel. Putting in place new team processes.

    Chapter 8. Create coalitions
    The trap of thinking that authority is enough. Identifying whose support is critical. Mapping networks of influence and patterns of deference. Altering perceptions of interests and alternatives.

    Chapter 9. Keep your balance
    How leaders get caught in vicious cycles. The three pillars of self-efficacy. Creating and enforcing personal disciplines. Building advice and counsel networks.

    Chapter 10. Expedite everyone
    Why so few companies focus on transition acceleration. The opportunity to institutionalize a common framework. Using the framework to accelerate team development, develop high potential leaders, integrate acquisitions, and strengthen succession planning.

    Conclusion: Beyond Sink or Swim
    The approach as a whole.Seeing the forest and the trees. Learning to accelerate yourself and your organization.

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