Key Insights from “The First 90 Days”

Critical Success Strategies for New Leaders at All Levels

By Rocky EsguerraHR Associate Director

P&G Taiwan

Management Transitions

• People fail due to an interplay of the situation and their own strengths and opportunities.

• There is a strategy for accelerating transitions; it doesn’t have to be by accident.

• The strategy not only helps individuals but also the larger organization as well.

But what happens in reality most of the

time….

The Story of the Ambitious Penguin…

Penguin getting promoted to the next level….

It’s sink or swim…..

ThePeers

The Promotee TheNextLevel

The Price of a Failed Transition

• Career– End of a promising career– Non-realization of full potential– Lost opportunity to advance career

• Disruption/loss to business– Negatively affects others---direct

reports, boss, peers. On the average, 12.4 people.

The Breakeven Point

1 2 3 4 5 6ValueConsumed

Value Created

CO

NT

RIB

UT

ION

MONTHS AFTER ENTRY

+

-

--------------------

Breakeven PointNet Contribution = 0

6.2 mos.

6 Lessons from “The First 90 Days”

What struck me the most….

Note

• Some of the concepts not new– Achieving Alignment– Building your Team– Creating Coalitions

• Focus on new concepts that struck me

• Share some examples from personal experiences; would encourage you to do the same.

Lesson 1

Promote Yourself

• Make a mental break to let go of the past and embrace the new job.

• Create key transition milestones for the 90 days.

90 Day Milestones - Professional

• MONTH 1 – July 2003– Get to know Boss, Direct Reports and Peers – as

people (personal background, interests, career) and business partners (expectations, priorities, feedback about HR)

• MONTH 2 – August 2003– Sense employees – talked to 30 - 40 people– Continue Month 1 Activities– Start of TTF Divestiture and TANGO Projects

• MONTH 3 – September 2003– LT Offsite + MDO Theme (Made in Taiwan, Win in the

World)

90 Day Milestones - Personal• MONTH 1 – July 2003

– Choose, move and settle into house– Settle down kids in school– Meet Embassy people– Start maid application– Get Driver’s license + decide on buying car

• MONTH 2 – August 2003– Unpack shipment and fix up house– Resume exercise routine– Resume some social events (with Filipino colleague)

• MONTH 3 – October 2003– Arrival of maid----finally!– Resume normal social events – Saturdays with family, plan

November Halloween Party and Nikki’s birthday party

Know yourself – your vulnerabilities and

preferences.

• What made you successful in the past may not necessarily make you successful in the new role.

• Everyone likes to do some things more than others. Know what kinds of jobs you prefer and not prefer.

Lesson 2

Accelerate your Learning by creating a Learning Agenda & Plan

Lesson 2: Accelerate your Learning

• Develop a learning agenda (WHAT) – Qs about Past, Present and Future.

• Who will you talk to?

• What are written materials you can get to understand the new role better?

• How will you get the information?

Lesson 3

The STaRS Model

Lesson 3: STaRS Model

Realignment

SustainingSuccess

Turnaround

Start Up

Shutdown/Divest.

Fail

Fail

Succeed

Succeed

Fail

Fail

SucceedCRISISCYCLE

RE

CO

VE

RYC

YC

LE

Leading with the Right Skills

Hunters – for Start Ups and Turnarounds.

– Rapid diagnosis of the situation

– Act quickly and decisively

– “Ready-Fire-Aim”

Leading with the Right Skills

• Farmers – for Realignments & Sustaining Success– Understanding culture and

org. politics– Cultivate awareness for

change– “Ready-Aim-Fire”

Learning vs. Doing

• Bias for Doing – turnarounds and start ups

• Bias for Learning – realignments and sustaining success

The Hunter Doer The Learning Farmer

Lesson 4

Secure Early Wins

Secure Early Wins

By the end of 90 days, you want your Boss, peers and subordinates to feel that something new and good is happening.

Early wins should be consistent with your A-item business priorities and introduce the new pattern of behavior you want to instill.

Lesson 5

Negotiate Success

• Proactively engaging with your new boss to shape the game so you have a fighting chance of achieving desired goals.

Building a Productive Relationship with the Boss:

DON’Ts

• Don’t trash the past.• Don’t stay away.• Don’t surprise your boss• Don’t approach the boss only with

problems.• Don’t run down your checklist.• Don’t try to change the boss.

Building a Productive Relationship with the Boss:

DO’s

• Take 100% responsibility for making the relationship work.

• Clarify mutual expectations early on.• Negotiate timelines for diagnosis and

action planning.• Aim for early wins important to the boss.• Pursue good marks from those whose

opinions your boss respects.

5 Conversations

• Situational Diagnosis

• Expectations

• Style

• Resources

• Personal Development

Lesson 6

3 Pillars of Self Efficacy

• Adopting Success Strategies

• Enforcing Personal Disciplines– Plan to Plan– Judiciously defer commitment– Set aside time for hard work– Go to the balcony– Focus on Process– Check in with Yourself– Recognize when to quit

• Build Support Systems– Assert control locally– Stabilize home front– Build your Advise & Counsel Network

What happens when we do a great job at

Transition Acceleration…..

The Penguin made it….and didn’t drown!