The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter

Assessment of problem preferences Assess your intrinsic interest in solving problems in each of these domains on a scale of 1 to 10, where 1 means very little interest and 10 means a great deal of interest.

In the first few weeks, you need to identify opportunities to build personal credibility.

Transition failures happen because new leaders either misunderstand the essential demands of the situation or lack the skill and flexibility to adapt to them.

The point of the expectations conversation is for you and your boss to clarify and align your expectations about the future. You need to agree on short- and medium-term goals and on timing. Critically, you need to agree on how your boss will measure progress. What will constitute success, for your boss and for you? When does your boss expect to see

It’s also essential to develop the right relationship wiring as soon as possible. This means identifying key stakeholders and building productive working relationships.

Take 100 percent responsibility for making the relationship work. This is the flip side of “Don’t stay away.” Don’t expect your boss to reach out or to offer you the time and support you need. It’s best to begin by assuming that it’s on your shoulders to make the relationship work. If your boss meets you partway, it will be a welcome surprise.

Leadership ultimately is about influence and leverage. You are, after all, only one person. To be successful, you need to mobilize the energy of many others in your organization.

the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

Are there projects or special assignments you could undertake (without sacrificing focus)?