The First 90 Days, Updated and Expanded. Michael D. Watkins
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is organized and allocated.
Likewise, every organization typically has a shared language—a long list of acronyms, for instance, describing business units, products, processes, projects, and other elements of the company. So it’s essential that you invest early on in learning to speak like the locals. At this level, it’s relatively easy for newcomers to figure out how to fit in. If people at your level don’t wear plaid, then you shouldn’t either, unless you’re trying to signal an intention to change the culture.
FIGURE 1-2
The culture pyramid
Beneath the surface layer of symbols and language lies a deeper, less visible set of organizational norms and accepted patterns of behavior. These elements of culture include things like how people get support for important initiatives, how they win recognition for their accomplishments, and how they view meetings—are they seen as forums for discussion or rubber-stamp sessions? (See the box “Identifying Cultural Norms.”) These norms and patterns often are difficult to discern and become evident only after you’ve spent some time in a new environment.
And finally, underlying all cultures are the fundamental assumptions that everyone has about the way the world works—the shared values that infuse and reinforce all the other elements in the pyramid. A good example is the general beliefs people in the company have about the right way to distribute power based on position. Are executives in particular roles given lots of decision-making power from Day 1, or is the degree of authority a function of seniority? Or does the organization operate according to consensus, where the ability to persuade is key? Again, these elements of the culture are often invisible and can take time to become clear.
Identifying Cultural Norms
The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining.
Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one?
Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private?
Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people?
Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc?
Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively?
Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?
Armed with a deeper understanding of the business situation, political networks, expectations, and culture, you will be in a much stronger position to figure out how to strike the right balance between adapting to the new organization and working to alter it. See table 1-1 for issues and action items related to each of the four pillars as you onboard into a new organization.
The challenges of entering new cultures arise not only when new leaders are transitioning between two different companies, but also when they move between units—the “inboarding” challenge—as well as when they make international moves. Why? It’s because both kinds of change typically require new leaders to grapple with new work cultures. The same basic approach to cultural assessment and adaptation can be applied (with suitable modifications) in these situations.2
Preparing Yourself
With a deeper understanding of the types of transition challenges you face, you can now focus on preparing yourself to make the leap. How can you be sure to meet the challenges of your new position? You can focus on basic principles for getting ready for your new role, as discussed next.
TABLE 1-1
Onboarding checklists
Business orientation checklist
As early as possible, get access to publicly available information about financials, products, strategy, and brands.
Identify additional sources of information, such as websites and analyst reports.
If appropriate for your level, ask the business to assemble a briefing book.
If possible, schedule familiarization tours of key facilities before the formal start date.
Stakeholder connection checklist
Ask your boss to identify and introduce you to the key people you should connect with early on.
If possible, meet with some stakeholders before the formal start.
Take control of your calendar, and schedule early meetings with key stakeholders.
Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports).
Expectations alignment checklist
Understand and engage in business planning and performance management.
No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week.
Have explicit conversations about working styles with bosses and direct reports as early as possible.
Cultural adaptation checklist
During recruiting, ask questions about the organization’s culture.
Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly.
Identify people inside the organization who could serve as culture interpreters.
After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.
Establish a Clear Breakpoint
The move from one position to another usually happens in a blur. You rarely get much notice before being thrust into a new job. If you’re lucky, you get a couple of weeks, but more often the move is measured in days. You get caught up in a scramble to finish your old job even as you try to wrap your arms around the new one. Even worse, you may be pressured to perform both jobs until your previous position is filled, making the line of demarcation even fuzzier.
Because you may not get a clean transition in job responsibilities, it is essential to discipline yourself to make the transition mentally. Pick a specific time, such as a weekend, and use it to imagine yourself making the shift. Consciously think of letting go of the old job and embracing the new one. Think hard about the differences between the two, and consider how you must now think and act differently. Take the time to celebrate your move, even informally, with family and friends. Use the time to touch base with your informal advisers and counselors and to ask for advice. The bottom line: do whatever it takes to get into the transition state of mind.
Assess Your Vulnerabilities
You have been offered your new position because those who selected you think you have the skills to succeed. But as you saw in the cases of Julia Gould and David Jones, it can be fatal to rely too much on what made you successful in the past.
One way to pinpoint your vulnerabilities is to assess