Authors: Michael Watkins
Tags: #Success in business, #Business & Economics, #Decision-Making & Problem Solving, #Management, #Leadership, #Executive ability, #Structural Adjustment, #Strategic planning
The First 90 Days (60 page)
Think about it. What would it be worth in bottom-line terms if you could get everyone in your organization—your new direct reports, their new direct reports, and so on—to the breakeven point just 5 percent faster?
[1]Helen Handfield-Jones, “How Executives Grow,”
McKinsey Quarterly
1 (2000).
Creating a Common Language
Suppose you wanted to introduce the transition acceleration framework in your organization. How might you best do it? The starting point is to introduce a new vocabulary for talking about transitions. This probably is the single most important step your organization can take to institutionalize transition acceleration. Imagine that every time anyone made a transition into a new leadership role, he or she was able to talk with bosses, peers, and direct reports about the following:
The type of transition they were in, using the STARS model—start-up, turnaround, realignment, or sustaining success—and the associated challenges and opportunities
Their agenda for technical, cultural, and political learning and the key elements of their learning plan Their progress in engaging their new boss in the five conversations about situation, expectations, style, resources, and personal development
Their A-item priorities, goals for behavior change, and ideas for where they would secure early wins Their priorities for strengthening their advice-and-counsel network
A common language makes discussions of these issues dramatically more efficient. Perhaps more important, it means that conversations will happen that wouldn’t have happened otherwise. It also makes people more forthcoming, more likely to share confidences and information, and more tolerant of others’ transition struggles. This helps move the organization beyond “sink or swim.”
Anyone who has tried to institutionalize new ideas in an organization can tell you that it’s an uphill battle. So begin by working locally. Focus on the people who work for you, both new direct reports and people who have been around for a while.
When you next hire new direct reports, experiment with how quickly you can get them to the breakeven point. Press them to create their own 90-day acceleration plan. Start by introducing them to the five-conversations framework for building a relationship with their new boss—you. Then have them diagnose the business situation and discuss it with you, initiating the situation conversation. Merge this with the expectations conversation. Now work with them to create a learning agenda and learning plan. Help them identify and reach out to people whose support they are likely to need.
Press them on their A-item priorities and plans for securing early wins. Once you get them up to speed, press them to use the transition acceleration framework with their own people.
In parallel with this, choose a direct report who has been around for a while and who you believe to be open-minded.
Experiment with helping him or her to accelerate his or her people. Put this individual in the role of teacher, which is often the best way to learn something new. See how far down you can cascade the framework.
