A Book Summary of “90 Days – A Guide to Onboarding” by Michael Watkins

In his book “90 Days: A Guide to Onboarding”, Michael Watkins provides a roadmap for new leaders to successfully integrate into their organization and drive results in their first three months on the job. Watkins, a professor at IMD Business School and an expert in leadership development, argues that the first 90 days of a new leader’s tenure are crucial for setting the tone and direction of their tenure.

The book begins by outlining the common challenges faced by new leaders and the consequences of not effectively addressing these challenges. Watkins explains that new leaders often struggle with building relationships, navigating the political landscape, and establishing their credibility and authority within the organization. If these challenges are not properly addressed, it can lead to a rocky start, low engagement and productivity, and a lack of buy-in from team members.

To help new leaders navigate these challenges, Watkins introduces the “Onboarding Roadmap,” which consists of four stages: Orientation, Investigation, Integration, and Acceleration. Each stage is designed to help new leaders gain a better understanding of their role, the organization, and the team they are leading, as well as establish a clear plan of action for driving results.

1. The Orientation stage is designed to help new leaders understand their role and the expectations of their job, as well as learn about the organization’s mission, values, and culture.
   During the Orientation stage, Watkins advises new leaders to take the time to listen and observe rather than jumping into action too quickly. This includes getting to know key stakeholders and team members, as well as learning about the organization’s structure, systems, and processes. New leaders should also seek out mentors and advisors to help them navigate the organization and gain a better understanding of their role.
   One key aspect of the Orientation stage is learning about the organization’s culture and values. Watkins recommends that new leaders spend time with team members and stakeholders to understand the culture and values of the organization, as well as what is important to people within the organization. This can help new leaders align their own goals and values with those of the organization and build relationships with team members and stakeholders.
   Summing up, the Orientation stage is an important foundation for a successful onboarding process. By taking the time to listen and observe, new leaders can gain a better understanding of their role and the organization, and begin to build relationships and establish their credibility and authority within the organization.
2. The Investigation stage involves digging deeper into the organization and gathering information about its strengths and weaknesses, as well as identifying key priorities and challenges.
   Within the Investigation stage, Watkins advises new leaders to gather data from a variety of sources, including team members, customers, and competitors. This can help new leaders get a well-rounded understanding of the organization and identify areas for improvement. New leaders should also seek out key stakeholders, such as executives, board members, and customers, to understand their perspectives and priorities.
   One key aspect of the Investigation stage is identifying the organization’s key priorities and challenges. Watkins recommends that new leaders spend time with team members and stakeholders to understand what is most important to the organization and what challenges it is facing. This can help new leaders align their own goals with those of the organization and develop a clear plan of action for driving results.
   All in all, the Investigation stage is an important part of the onboarding process, as it helps new leaders gather the information and insights they need to effectively lead the organization. By gathering data from a variety of sources and engaging with key stakeholders, new leaders can get a clear picture of the organization and identify key priorities and challenges.
3. The Integration stage focuses primarily on aligning the new leader’s goals with those of the organization and developing a plan of action to drive results.
   In the the Integration stage, Watkins recommends new leaders to establish clear goals and objectives for their role and the organization. This includes setting specific, measurable, achievable, relevant, and time-bound (SMART) goals and communicating them to team members and stakeholders. New leaders should also seek out opportunities to build relationships with key stakeholders and align team members around a shared vision.
   One key aspect of the Integration stage is developing a plan of action to drive results. Watkins recommends that new leaders spend time with team members to understand their strengths, weaknesses, and goals, and develop a plan that leverages these strengths and addresses any weaknesses. This can involve creating a roadmap or timeline for achieving specific goals, as well as identifying any resources or support that may be needed to achieve these goals.
   Overall, the Integration stage is an important step in the onboarding process, as it helps new leaders align their goals with those of the organization and develop a clear plan of action for driving results. By establishing clear goals and objectives, building relationships with key stakeholders, and aligning team members around a shared vision, new leaders can set the stage for success in their role.
4. Finally, in the Acceleration stage the focus lies on implementing the plan and driving results.
   Within the Acceleration stage, Watkins advises new leaders to execute the plan and drive results.This includes monitoring progress and making adjustments as needed, as well as communicating regularly with team members and stakeholders. New leaders should also seek out opportunities to build relationships and seek support from key stakeholders.
   One of the key aspects of the Acceleration stage is managing expectations and communicating effectively. Watkins recommends that new leaders be transparent and open in their communication, and regularly check in with team members and stakeholders to ensure that everyone is aligned and on track. New leaders should also be proactive in addressing any issues or challenges that arise, and be open to feedback and suggestions from team members.
   Ultimately, the Acceleration stage is the final step in the onboarding process, and is crucial for driving results and achieving success in the new role. By focusing on executing the plan and driving results, and being proactive in managing expectations and communicating effectively, new leaders can set the stage for success in their role.

Throughout the book, Watkins provides practical tools and techniques for each stage of the Onboarding Roadmap, including templates for goal setting, stakeholder mapping, and communication plans. He also includes real-life examples and case studies of new leaders successfully navigating the onboarding process and driving results in their first 90 days.

In addition to the Onboarding Roadmap, Watkins also covers a number of other key topics for new leaders, including leading change, building effective teams, and managing conflict. He provides guidance on how to lead through ambiguity and uncertainty, and how to manage the expectations of stakeholders.

Overall, “90 Days: A Guide to Onboarding” is a comprehensive and practical guide for new leaders looking to hit the ground running in their new role. Watkins’ clear and actionable advice, combined with real-life examples and tools, make it a valuable resource for anyone looking to make a successful transition into a new leadership role.