The First 90 Days (73 page)

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adequacy assessment, 139?140

coherence assessment,
138

elements,
137?138

implementation assessment, 140?141

modification of existing, 141?142

strategy matching for situation

business cycle history, 63?65

challenges and opportunities identification,
65
,
66

checklist, 77?78

learning versus doing, 69?70

offense versus defense, 70?71

organizational psychology transformation, 67

portfolio diagnosis,
72?73

rewarding success, 74?75

secure early wins,
72
,
101?102

situation diagnosing.
See

STARS model

skills needed for success, 67?69

style conversation

adapting to boss’s style,
119

addressing difficult issues, 119?120

defining your boundaries,
118?119

diagnosing your boss’s style,
117?118

succession planning and transition acceleration, 231?233

success strategies.
See
negotiating success with the boss

sustaining-success situations in STARS model,
62

in business cycle, 62

challenges and opportunities asso ciated with, 66

diagnosing the portfolio, 72?73

energy focus choices for,
69?72

4-D leadership and, 75?77

leadership skills needed for,
68

organizational psychology and, 67

rewarding success appropriately, 74?75

SWOT method, 139?140

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Index

T

team building.
See also
coalitions

creation

backups development, 172

checklist, 183

common traps,
159?162

criteria for member evaluations,
163?165

expediting transition and,
229?230

incentive equation,
175

incentive systems design, 173?175

judgment assessments, 167?168

key members evaluation,
169

member assessments, 166?167

new processes establishment.
See
team processes establishment

performance metrics definition,
174
,
176

situation considerations, 165?166

team restructuring options, 170?171

termination alternatives, 171

whole team assessment,
169?170

team processes establishment

choice of participants, 178

decision-making management.

See
decision making on a team

existing processes assessment,
176?177

identifying change prospects,
177

transition acceleration

consequences of failure, 8?9

failure rate of outside hires,
8

fundamental propositions,
4?7
,
238?240

transitions

accelerating.
See
transition acceleration

barriers to directed help from companies,
225?226

breakeven point, 2
,
3

challenges of,
12?15

core propositions overview, 238?240

impact of a new manager, 7

importance of first 90 days, 1?2

institutionalizing.
See
expediting transition

primary developmental experiences,
6

STARS model,
11

strategy tailoring, 10?12

typical company approach to, 226?227

turnarounds in STARS model,
62

in business cycle, 62

challenges and opportunities associated with,
66

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diagnosing the portfolio, 72?73

energy focus choices for,
69?72

4-D leadership and, 75?77

leadership skills needed for,
67?68

organizational psychology and, 67