书籍 First 90 Days的封面

First 90 Days

Watkins, Michael

出版时间

2013-04-30

ISBN

9781422188613

评分

★★★★★
书籍介绍

Since its original release, "The First 90 Days" has become the bestselling globally acknowledged bible of leadership and career transitions. In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move - whether you're onboarding into a new company, being promoted internally, or embarking on an international assignment. In "The First 90 Days", Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" - when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever. As hundreds of thousands of readers already know, "The First 90 Days" is a road map for taking charge quickly and effectively during critical career transition periods - whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

用户评论
干货
读得比较快 为过渡阶段要注意的事情提供了一些结构性系统性的思考和指引 还挺实用的
菜鸟经理的排坑指南:重塑视角,过去的宝贵经验很可能转瞬成为累赘;多倾听不同部门和层级人的意见;学会针对不同听众的沟通术;努力做出一个小业绩并得到认可。
A must-read for any managers moving to a new role or company. Luckily two HR friends recommended this book to me before my boarding on a company in a different industry, which also reflects an important point from this book: The right advice-and-counsel network is an indispensable resource.
a book fit for new managers, but still a good look at how managers think, how companies work and important dynamics for someone new to a team/firm
目前读了两章,感觉我不是跳槽而是要去当总统?给我下pee了
向上管理的这部分内容所有打工人都适用。向下管理新团队的内容我还用不上。出版十年依然适用于今天的职场。一些对自己有用的tips:远程工作的尽早安排一次和老板in person meeting;管理好expectation,尤其是clarity,不断重复确认;negotiate预期,这样一开始可以超出预期deliver效果更好;有90天onboard plan并且不断track progress;1:1挑重点讲,不要go through checklist; 了解老板的工作preference;初入职别人会有一些assumption;
新大老板要来了,赶紧以小人之心度度君子之腹,揣摩一下老板的心思。