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

The term “window of vulnerability” refers to a specific period when a newly appointed leader is at greater risk or exposed to potential challenges and problems due to their limited understanding of the organization and their new role (40). During this “window,” the leader is in a vulnerable position because they may not yet have the necessary knowledge, experience, or insights to effectively deal with the challenges of their new role and make informed decisions.

Watkins suggests that the duration of this “window of vulnerability” can be minimized through efficient and effective learning. The more rapidly the leader learns about the organization, its culture, its challenges, and the expectations of their role, the shorter the period of vulnerability. By identifying potential issues early and climbing the learning curve quickly, the leader can reduce the risks associated with this initial phase and start making informed decisions sooner, thereby strengthening their position and effectiveness in the new role.

The term “action imperative” refers to the strong inclination or pressure that newly appointed leaders may feel to take immediate and visible actions within their organization. These actions can include making rapid and often substantial changes to strategies, structures, or other aspects of the organization.

The “action imperative” represents a sense of urgency and a desire to make an immediate impact or leave a noticeable mark on the organization. However, Watkins suggests that succumbing to this pressure without a deep understanding of the organization and its challenges can be detrimental. It may lead to hasty decisions, misalignment with the organization's actual needs, and potential negative consequences.

Watkins emphasizes the importance of new leaders taking the time to learn about the organization, its culture, and its specific challenges before making significant changes. Rushing into action without a clear understanding of the situation can result in misguided and counterproductive efforts.

This term refers to the positive feedback loop that can be established during leadership transitions. A virtuous cycle is a self-reinforcing process in which a series of positive actions or behaviors leads to beneficial outcomes which, in turn, motivate and enable further positive actions. In the context of leadership transitions, creating a virtuous cycle means taking proactive steps that generate early wins, build trust and confidence, and result in a smoother adaptation to the new role.

The virtuous cycle is particularly crucial during the early stages of a leadership transition, as it can set a positive tone for the leader's tenure and help them overcome The Challenges of Transitioning into a New Leadership Role more effectively. By establishing a pattern of success, building strong relationships, and continuously improving their performance, leaders can create a self-reinforcing dynamic that contributes to their long-term success in the new role.