INSEAD Library

Includes bibliographical references and index

More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges - from higher public profiles to a greater number of stakeholders to volatile political environments - that will make their transitions even more challenging than in the business world. Now, Michael H. Watkins, author of the best-selling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and co-author, Peter H. Daly, address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap to help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major "transition traps". Zeroing in on the challenges facing new government leaders, The First 90 Days in Government is an indispensable guide for anyone seeking to lead and succeed in the public sector.

Digitized

The first 90 days in government Preface ix Acknowledgments xiii Introduction: Getting Up to Speed 1 Why transitions are critical times. How new leaders can take charge more effectively. Fundamental principles for successful transitions in governmental organizations. The transition road map. 1. Clarify Expectations 17 The imperative to clarify expectations. Building a productive working relationship with a new boss. The fiveconversation framework. Figuring out how to work together. 2. Match Strategy to situation 37 The dangers of one-size-fits-allstrategy. Diagnosing the situation to develop the right strategy. The STARSmodel of types of transitions. Using the model to analyze responsibilities, reward success, and develop leaders. 3. Accelerate Your Learning 57 Learning as an investment process. Planning to learn. Figuring out the best sources of insight. Using structured methods to accelerate learning. 4. Secure Early Wins 83 Figuring out longer-term priorities. Building personal credibility. Identifying where to seek early wins. Getting started on improving organizational performance. Planthen-implement change versus collective learning. 5. Build the Team 103 Inheriting a team and changing it. Managing the tension between short-term and long-term goals. Working team restructuring and organizational architecture issues in parallel. Putting in place new team processes. 6. Create Alliances 131 The trap of thinking that authority is enough. Identifying whose support is critical. Mapping networks of influence and patterns of deference. Altering perceptions of interests and alternatives. 7. Achieve Alignment 155 The role of the leader as organizational architect. Identifying the root causes of poor performance. Aligning strategy, structure, systems, skills, and culture. I 8. Avoid Predictable Surprises 183 The difference between true surprises and predictable surprises. Types of organizational failure that result in predictable surprises. Preventing predictable surprises. 9. Manage Yourself 20 1 How leaders get caught in vicious cycles. The four pillars of self-efficacy. Creating and enforcing personal disciplines. Building advice-and-counselnetworks. Conclusion: Accelerate Everyone 225 The approach as a whole. Seeing the forest and the trees. Striving to accelerate yourself and everyone in your organization. Notes 235 Recommended Reading 24 1 Index 245 About the Authors 255