10 principles for break-even the first 90 days of product leader onboarding
Mr. Measure Himself
The tradition of using 90-day plans and reflections in the corporate world is a widely used practice that is based on several principles and theories of management and personal development. One possible source of the 90-day planning and reflection tradition is the work of Peter Drucker, often referred to as the “father of modern management.” Drucker emphasized the importance of setting goals and evaluating progress regularly, and he recommended using short-term goals as a way to stay focused and motivated. In his book “The Effective Executive,” first published in 1966, he wrote:
“Effective executives […] check their progress against their goals every few months.”
Drucker suggests that executives should set goals for a three- to six-month period, and then evaluate their progress at the end of that period before setting new goals.
Another possible source is the Agile methodology, which originated in software development but has since been applied to many other areas of business. Agile emphasizes the use of short cycles of work (usually two to four weeks) to deliver incremental improvements and to allow for constant feedback and adaptation. The concept of “sprints” in Agile is similar to the 90-day planning cycle, in that it encourages a regular cadence of planning, execution, and evaluation.
Agile
Another possible source is the Agile methodology, which originated in software development but has since been applied to many other areas of business. Agile emphasizes the use of short cycles of work (usually two to four weeks) to deliver incremental improvements and to allow for constant feedback and adaptation. The concept of “sprints” in Agile is similar to the 90-day planning cycle, in that it encourages a regular cadence of planning, execution, and evaluation. Another option is to use the feature roadmap as frameowork to plan ones 90 days the same ways as a product manager uses a 90-day planning cycle to prioritize and schedule the development of new product features. The 90-day cycle could be broken down into smaller sprints, with each sprint focused on delivering specific features or functionality. The same
Avoid 120-day trap
When a mid-level leader is appointed or promoted, it typically takes around 6.2 months for them to become fully proficient and begin generating positive returns. During any transitional period, the primary objective is to swiftly reach the breakeven point, where the employee’s output matches the company’s investment. By leveraging a 90-day framework, businesses can expedite this process by up to 40%.
Regrettably, leaders often become ensnared in various transition traps that result in a series of detrimental choices, the erosion of credibility, and estrangement from possible supporters. Specifically, they may presume that the strategies that drove previous successes will prove equally effective in their new role. Additionally, they may hastily draw premature conclusions and act without first establishing clear expectations or learning about the culture, relationships, and communication channels. Consequently, they squander valuable time and resources on unproductive endeavors, harming their credibility and alienating potential allies. Without adequate guidance and support, this pattern of missteps and wasted effort may spiral out of control.
One could follow the ten fundamental principles or strategies that can serve to counter the transition traps outlined above. These strategies will allow you to establish the necessary groundwork to foster a virtuous cycle, whereby your effectiveness improves, and your momentum and credibility build over time. By implementing these principles, you can enhance the likelihood of success for your 90-day plan.
90-day-10-Principles
Know What motivates you: Prepare yourself by identifying your motivation before the transition. It’s best to start preparing once you’re being considered for a new role.
Tailor Your Strategy to Your Circumstances: don’t assume that what worked in the past will necessarily work in your new role. Different roles and situations require different strategies. Conduct a proper assessment to determine the right course of action. The First 90 Days booked mentioned above introduces the STARS framework and shows how to apply it to the strategic options for the STARS portfolio you’ve inherited. Start with a strategic plan that aligns with your role and situation.
Negotiate Success: building a healthy relationship with your new boss is crucial for success. Take ownership of establishing clear, realistic expectations about your goals, mandate, and resources. Identify other stakeholders who can affect your evaluation and rewards.
Accelerate Your Learning: don’t make the mistake of assuming that you know everything required for your new role. Rushing into action with familiar solutions may backfire. Quickly identify what you need to learn about the new role and the organization to get up to speed. Waiting until you have officially taken up the position may leave you unprepared for the challenges and requirements of the role.
Secure Early Victories: momentum is key during a transition period. Early wins in your first 90 days can set the tone for future success. The summary provides tips on the types of initiatives to focus on and a phased approach to getting quick wins. Start strong to build momentum for long-term success.
Get Alignment : as a leader, it’s crucial to understand and align the various components of the organization. During the first 90 days, identify potential misalignments and develop an initial plan to address them.
Build Your Team: team members are vital to your success, whether you inherit an existing team or build a new one. Assess, align, and mobilize every member of your team to ensure they are working together effectively.
Build Alliances: developing relationships with allies both internally and externally is essential to build influence and get things done. Mapping out your influence goals and landscape and developing your influence strategies are critical steps.
Self-Management is Key: transitioning to a new role can be overwhelming as you navigate uncertainty and unfamiliar territory. It is crucial to balance external advice with your own judgment and to prioritize between the demands of your new role and your personal life.
Accelerate Everyone: a poorly executed transition not only impacts the individual’s career but can also result in significant costs for the organization, from underperforming teams to strategic errors by senior leaders. By improving transition systems and accelerating each individual’s transition by even a small percentage, the potential return on investment for the organization is significant.
Below is a brief overview of the 10 strategies that can help expedite your transition in the first 90 days:
