Summary of The First 90 Days

New leaders should prepare to spend a significant portion of the first 90 days on the job learning instead of changing their new workplace.

the first 90 days, new leaders should focus on the organizational elements that need adjusting and aligning. Then, they should only consider changes that are in accordance with the company’s position in the STARS portfolio.

ew leaders must build their team thoughtfully. It is not in a leader’s best interest to make knee-jerk personnel decisions too early.

his instinct to make quick changes is called the “action imperative”—and it’s a dangerous one. Just because something is not working at present does not mean that changing it immediately is the answer.

STARS is an acronym that represents the various types of organizations a leader in transition may enter: Startup, Turnaround, Accelerated Growth, Realignment, and Sustaining Success.

New leaders should also build their own professional team by establishing alliances with people across the company who are not their direct reports but who can advance or stymie their efforts along the way.

During the first 90 days in their position, it may be unclear to leaders which employees are truly performing and which are underperforming—and, more importantly, why.

should only consider changes that are in accordance with the company’s position in the STARS portfolio.

should focus on the organizational elements that need adjusting and aligning.

series of these small victories may fail to make major changes in public perception.