The First 90 Days, Updated and Expanded. Michael D. Watkins

      Relearning how to learn can be stressful. So if you find yourself waking up in a cold sweat, take comfort. Most new leaders experience the same feelings. And if you embrace the need to learn, you can surmount them.

      Rework Your Network

      As you advance in your career, the advice you need changes. Preparing yourself for a new role calls for proactively restructuring your advice-and-counsel network. Early in your career, there is a premium on cultivating good technical advisers—experts in certain aspects of marketing or finance, for instance, who can help you get your work done. As you move to higher levels, however, it becomes increasingly important to get good political counsel and personal advice. Political counselors help you understand the politics of the organization, an understanding that is especially important when you plan to implement change. Personal advisers help you keep perspective and equilibrium in times of stress. Transforming your advice-and-counsel network is never easy; your current advisers may be close friends, and you may feel comfortable with technical advisers whose domains you know well. But it is essential to step back and recognize where you need to build your networks to compensate for blind spots and gaps in your own expertise or experience.

      Watch Out for People Who Want to Hold You Back

      Consciously or not, some individuals may not want you to advance. Your old boss, for example, may not want to let you go. So you must negotiate clear expectations, as soon as you know when you will be transitioning, about what you will do to close things out. This means being specific about the issues or projects that will be dealt with and to what extent—and, critically, what is not going to be done. Take notes, and circulate them back to the boss so that everyone is on the same page. Then hold your boss, and yourself, to the agreement. Be realistic about what you can accomplish. There is always more you could do, so keep in mind that time to learn and plan before you enter a new job is a precious commodity.

      Colleagues who have become subordinates may not want their relationships with you to change; this challenge is especially sharp when you’re promoted to lead former peers. But change they must, and the sooner you accept that (and help others accept it, too), the better. Others in your organization will be looking for signs of favoritism and will judge you accordingly.

      If you have been promoted to supervise people who were once your peers, some may be disappointed competitors. Some may even work to undermine you. This kind of thing may subside with time. But expect early tests of your authority, and plan to meet them by being firm and fair. If you don’t establish limits early, you will live to regret it. Getting others to accept your move is an essential part of preparing yourself. So if you conclude that the people in question are never going to accept your new role and the resulting situation, then you must find a way to move them out of your organization as quickly as possible.

      Get Some Help

      Many organizations have programs and processes to help leaders make successful transitions. These range from high-potential development programs (which prepare promising leaders for senior levels) to formal onboarding processes (programs or coaching) that focus on key imperatives. You should take advantage of all the organization has to offer.

      However, even if your new organization doesn’t have formal transition support, you should engage with HR and your new boss about creating a 90-day transition plan. If you have been promoted, find out whether there are competency models describing the requirements of your new role (but don’t assume they tell the whole story). If you have been hired from the outside, ask for help in identifying and connecting with key stakeholders or finding a cultural interpreter. These people often are natural historians who can give you insight into how the organization has evolved and changed.

      Closing the Loop

      Preparing yourself for a new role turns out to be hard work, and some of the barriers may lie within you. Take a few minutes to think hard about your personal vulnerabilities in your new role, as revealed by your analysis of your problem preferences. How will you compensate for them? Then think about the external forces, such as commitments to your current boss, that could hold you back. How can you avoid that outcome?

      To borrow an old saw, preparing yourself is a journey and not a destination. You will have to work constantly to ensure that you’re engaging with the real challenges of your new position and not retreating to your comfort zone. It is easy to backslide into habits that are both comfortable and dangerous. Plan to reread this chapter and its questions periodically, asking, Am I doing all I can to prepare myself?

      PREPARE YOURSELF—CHECKLIST

      1 If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence?

      2 If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it?

      3 What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop?

      4 Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots?

      5 How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?