There are some books you read and think, this is helpful.
And then there are books you read and think, I wish I had discovered this book years ago.
That is exactly how I felt reading ๐ง๐ต๐ฒ ๐๐ถ๐ฟ๐๐ ๐ต๐ฌ ๐๐ฎ๐๐.
I genuinely believe this book should be taught in school, or at least introduced before anyone steps into their first corporate role. Not because it teaches technical skills, but because it focuses on something we are rarely prepared for early on: ๐ต๐ผ๐ ๐๐ผ ๐ป๐ฎ๐๐ถ๐ด๐ฎ๐๐ฒ ๐๐ฟ๐ฎ๐ป๐๐ถ๐๐ถ๐ผ๐ป๐ ๐๐ถ๐๐ต ๐ถ๐ป๐๐ฒ๐ป๐๐ถ๐ผ๐ป.
The book is structured around ๐ญ๐ฌ ๐ฐ๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ๐, each focused on a specific aspect of navigating the early days of a new role. Together, they break down what those first 90 days are really about: ๐น๐ฒ๐ฎ๐ฟ๐ป๐ถ๐ป๐ด ๐ณ๐ฎ๐๐, ๐๐ป๐ฑ๐ฒ๐ฟ๐๐๐ฎ๐ป๐ฑ๐ถ๐ป๐ด ๐ฐ๐ผ๐ป๐๐ฒ๐ ๐, ๐ฏ๐๐ถ๐น๐ฑ๐ถ๐ป๐ด ๐ฟ๐ฒ๐น๐ฎ๐๐ถ๐ผ๐ป๐๐ต๐ถ๐ฝ๐, ๐ฎ๐ป๐ฑ ๐ฐ๐ฟ๐ฒ๐ฎ๐๐ถ๐ป๐ด ๐ฒ๐ฎ๐ฟ๐น๐ ๐บ๐ผ๐บ๐ฒ๐ป๐๐๐บ. These ideas apply whether you are starting your first job, joining a new team, or stepping into a new responsibility.
๐๐ผ๐ ๐ ๐๐ผ๐๐ป๐ฑ ๐๐ต๐ฒ ๐๐ผ๐ผ๐ธ
I first learned about this book during a Toastmasters meeting. Later, when my local business book club announced the books we would be reading throughout the year and invited members to moderate discussions, I immediately knew which book I wanted to choose.
I selected this book back in November, and this will be my first time moderating a discussion. I will be moderating the conversation on Saturday, January 24. For me, moderating felt like the best way to truly absorb the material. Reading with the responsibility of guiding a conversation encourages ๐ฑ๐ฒ๐ฒ๐ฝ๐ฒ๐ฟ ๐๐ป๐ฑ๐ฒ๐ฟ๐๐๐ฎ๐ป๐ฑ๐ถ๐ป๐ด ๐ฎ๐ป๐ฑ ๐บ๐ผ๐ฟ๐ฒ ๐๐ต๐ผ๐๐ด๐ต๐๐ณ๐๐น ๐ฟ๐ฒ๐ณ๐น๐ฒ๐ฐ๐๐ถ๐ผ๐ป.
That approach fits naturally with the ideas in the book. ๐ง๐ฟ๐ฎ๐ป๐๐ถ๐๐ถ๐ผ๐ป๐ ๐ฎ๐ฟ๐ฒ ๐ฎ๐ฐ๐๐ถ๐๐ฒ ๐บ๐ผ๐บ๐ฒ๐ป๐๐, and learning happens best when you engage with intention rather than passively.
๐จ๐ป๐ฑ๐ฒ๐ฟ๐๐๐ฎ๐ป๐ฑ๐ถ๐ป๐ด ๐๐ต๐ฒ ๐๐๐ป๐ฑ๐ฎ๐บ๐ฒ๐ป๐๐ฎ๐น ๐ฃ๐ฟ๐ถ๐ป๐ฐ๐ถ๐ฝ๐น๐ฒ๐
One of the most important ideas in the book is that ๐๐ฟ๐ฎ๐ป๐๐ถ๐๐ถ๐ผ๐ป๐ ๐ฑ๐ผ ๐ป๐ผ๐ ๐ณ๐ฎ๐ถ๐น ๐ฏ๐ฒ๐ฐ๐ฎ๐๐๐ฒ ๐ฝ๐ฒ๐ผ๐ฝ๐น๐ฒ ๐ฎ๐ฟ๐ฒ ๐ถ๐ป๐ฐ๐ฎ๐ฝ๐ฎ๐ฏ๐น๐ฒ. They fail when there is a mismatch between the situation and how someone approaches it.
New roles come with both opportunity and risk. What worked in a previous role may not work in the next one. ๐ฆ๐๐ฐ๐ฐ๐ฒ๐๐ ๐ฑ๐๐ฟ๐ถ๐ป๐ด ๐๐ฟ๐ฎ๐ป๐๐ถ๐๐ถ๐ผ๐ป๐ ๐ถ๐ ๐น๐ฒ๐๐ ๐ฎ๐ฏ๐ผ๐๐ ๐๐ผ๐ฟ๐ธ๐ถ๐ป๐ด ๐ต๐ฎ๐ฟ๐ฑ๐ฒ๐ฟ ๐ฎ๐ป๐ฑ ๐บ๐ผ๐ฟ๐ฒ ๐ฎ๐ฏ๐ผ๐๐ ๐๐ผ๐ฟ๐ธ๐ถ๐ป๐ด ๐ฑ๐ถ๐ณ๐ณ๐ฒ๐ฟ๐ฒ๐ป๐๐น๐.
The good news is that transitions are not random. There are clear principles that can significantly improve your chances of success if you apply them early.
Below are the ideas that stood out to me most.
1. ๐ฃ๐ฟ๐ฒ๐ฝ๐ฎ๐ฟ๐ฒ ๐ฌ๐ผ๐๐ฟ๐๐ฒ๐น๐ณ (๐๐ป๐ ๐ฅ๐ผ๐น๐ฒ, ๐๐ป๐ ๐๐ฒ๐๐ฒ๐น)
Transitions affect everyone, not just managers.
At any level, one of the first things to accept is that ๐๐ต๐ฎ๐ ๐๐ผ๐ฟ๐ธ๐ฒ๐ฑ ๐ฏ๐ฒ๐ณ๐ผ๐ฟ๐ฒ ๐บ๐ฎ๐ ๐ป๐ผ๐ ๐ผ๐ฟ๐ธ ๐๐ต๐ฒ ๐๐ฎ๐บ๐ฒ ๐๐ฎ๐ ๐ป๐ผ๐. A new role comes with different expectations, even if the title or skills feel familiar. Preparing yourself means staying open to learning instead of relying on past habits.
One of my favorite metaphors from the book compares joining a new company to ๐ฎ๐ป ๐ผ๐ฟ๐ด๐ฎ๐ป ๐๐ฟ๐ฎ๐ป๐๐ฝ๐น๐ฎ๐ป๐. You are the new organ entering a living system. If you do not take time to adapt, the system may reject you, even with good intentions.
Every organization has its own culture, rhythm, and way of working. Observing first and learning how things actually operate helps you integrate and build trust.
Another idea that stood out is the comparison between recruiting and employment. ๐ฅ๐ฒ๐ฐ๐ฟ๐๐ถ๐๐ถ๐ป๐ด ๐ผ๐ณ๐๐ฒ๐ป ๐ณ๐ฒ๐ฒ๐น๐ ๐น๐ถ๐ธ๐ฒ ๐ฟ๐ผ๐บ๐ฎ๐ป๐ฐ๐ฒ. ๐๐บ๐ฝ๐น๐ผ๐๐บ๐ฒ๐ป๐ ๐ณ๐ฒ๐ฒ๐น๐ ๐บ๐ผ๐ฟ๐ฒ ๐น๐ถ๐ธ๐ฒ ๐บ๐ฎ๐ฟ๐ฟ๐ถ๐ฎ๐ด๐ฒ. The shift is subtle but important, especially early on.
That is why clarifying expectations matters. What you thought the role would be may look very different once you are inside the organization.
When onboarding or transition support exists, it is worth using. Even when it does not, early conversations with your manager or HR about priorities, expectations, and a simple 90 day plan can help. Asking who the key stakeholders are or who understands the culture well can also make the adjustment smoother.
Preparing yourself is not about proving value quickly. It is about adjusting your mindset, understanding the environment, and setting yourself up to succeed.
2. ๐๐ฐ๐ฐ๐ฒ๐น๐ฒ๐ฟ๐ฎ๐๐ฒ ๐ฌ๐ผ๐๐ฟ ๐๐ฒ๐ฎ๐ฟ๐ป๐ถ๐ป๐ด
Starting a new role can feel like ๐ฑ๐ฟ๐ถ๐ป๐ธ๐ถ๐ป๐ด ๐ณ๐ฟ๐ผ๐บ ๐ฎ ๐ณ๐ถ๐ฟ๐ฒ๐ต๐ผ๐๐ฒ. Information is everywhere, opinions are everywhere, and there is pressure to catch up fast.
This chapter helped me realize that learning quickly is not about consuming more. ๐๐ ๐ถ๐ ๐ฎ๐ฏ๐ผ๐๐ ๐ฐ๐ต๐ผ๐ผ๐๐ถ๐ป๐ด ๐ฏ๐ฒ๐๐๐ฒ๐ฟ ๐ถ๐ป๐ฝ๐๐๐.
Early on, it is tempting to stay close to your immediate team and assume that gives you the full picture. It rarely does. Some of the most useful insights come from people closest to the work. Those interacting with customers, running operations, or supporting day to day execution often see problems before they show up in reports.
It also made me more aware of how easily early impressions stick. The first few conversations you have can quietly shape how you understand the organization. If those conversations are unstructured, you may end up reacting to strong opinions instead of real signals.
A better approach is to slow down just enough to learn with intention. Asking similar questions across different conversations helps patterns surface. When the same themes show up repeatedly, you start to see what truly matters versus what is just noise.
For me, accelerating learning is not about speed. It is about clarity.
3. ๐ ๐ฎ๐๐ฐ๐ต ๐ฆ๐๐ฟ๐ฎ๐๐ฒ๐ด๐ ๐๐ผ ๐๐ต๐ฒ ๐ฆ๐ถ๐๐๐ฎ๐๐ถ๐ผ๐ป
Success in a new role depends on how well your approach fits the situation.
The same behavior can lead to very different outcomes depending on context. Acting aggressively may be right in a crisis, but harmful in a stable environment that needs refinement rather than disruption.
The book introduces the ๐ฆ๐ง๐๐ฅ๐ฆ ๐บ๐ผ๐ฑ๐ฒ๐น, which describes five common transition situations: Start-up, Turnaround, Accelerated Growth, Realignment, and Sustaining Success. Each requires a different focus, pace, and strategy.
Misreading the situation is easy. Not every problem is a crisis, and not every opportunity requires dramatic change. Applying the wrong strategy often creates resistance, even with good intentions.
The more accurately you diagnose the situation, the easier it becomes to decide how to act and where to focus your energy.
4. ๐ก๐ฒ๐ด๐ผ๐๐ถ๐ฎ๐๐ฒ ๐ฆ๐๐ฐ๐ฐ๐ฒ๐๐
Success in a new role is not just about doing good work. It is about building alignment with your manager early.
One important part of that is educating your manager when expectations do not match reality. Your manager may have assumptions about where problems exist or how fast change can happen. When that occurs, your role is to share what you are seeing, backed by context and facts, and help reset expectations thoughtfully.
Another practical principle is to ๐๐ป๐ฑ๐ฒ๐ฟ๐ฝ๐ฟ๐ผ๐บ๐ถ๐๐ฒ ๐ฎ๐ป๐ฑ ๐ผ๐๐ฒ๐ฟ๐ฑ๐ฒ๐น๐ถ๐๐ฒ๐ฟ. It is tempting to say yes to everything early on, but credibility is built by being realistic. Promising less and delivering more builds trust. Promising too much and missing it does the opposite.
Clarity matters. Even when expectations seem clear, keep checking. Ask questions. Confirm priorities. Ambiguity around goals and success criteria creates problems later. It is better to slow down early than to move fast in the wrong direction.
Negotiating success is about shared understanding.
5. ๐ฆ๐ฒ๐ฐ๐๐ฟ๐ฒ ๐๐ฎ๐ฟ๐น๐ ๐ช๐ถ๐ป๐
Early wins matter because they build trust before you need it.
When you step into a new role, people are still forming opinions. Small, visible progress helps others see that things are moving in the right direction. These wins do not need to be dramatic. They need to be relevant, real, and aligned with what matters to the team.
Early wins create momentum. They buy you time. Once people see results, they are more open to ideas, more patient with learning curves, and more willing to support larger changes later.
The key is choosing wisely. Focus on problems that matter and can be solved in the short term. One or two well chosen wins are far more effective than trying to fix everything at once.
6. ๐๐ฐ๐ต๐ถ๐ฒ๐๐ฒ ๐๐น๐ถ๐ด๐ป๐บ๐ฒ๐ป๐
One of the easiest ways to struggle in a new role is to work hard on the wrong things.
Alignment starts with understanding where the organization truly stands. A simple SWOT mindset helps. Strengths, weaknesses, opportunities, and threats provide a clearer picture of reality.
You do not need a formal analysis. Listening, observing, and asking thoughtful questions will tell you what matters. Notice what gets repeated in meetings, what decisions move quickly, and which problems keep resurfacing.
Alignment also means understanding your managerโs priorities within that context. Priorities shift, so checking in and adjusting your focus helps you move with the organization rather than against it.
7. ๐๐๐ถ๐น๐ฑ ๐ฌ๐ผ๐๐ฟ ๐ง๐ฒ๐ฎ๐บ
No transition happens alone. Even in individual roles, success depends on the people around you.
Building your team starts with understanding how people work. Learn how they communicate, what they own, and what they care about. Listening early matters more than trying to change things.
Clarity around roles and expectations prevents confusion later. Trust is built through consistency, follow through, and respect for othersโ time.
Investing in relationships early makes every transition smoother.
8. ๐๐ฟ๐ฒ๐ฎ๐๐ฒ ๐๐น๐น๐ถ๐ฎ๐ป๐ฐ๐ฒ๐
It is easy to stay in your lane when you start something new, but work rarely happens in isolation.
Creating alliances means understanding how other peopleโs work connects to yours. These relationships often become your best source of context, support, and momentum.
Alliances grow through everyday interactions. Showing curiosity. Listening without rushing to respond. Being dependable in small moments.
Over time, trust forms. When trust exists, collaboration feels easier and progress feels lighter.
9. ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ ๐ฌ๐ผ๐๐ฟ๐๐ฒ๐น๐ณ
Transitions are not just about learning a new role. They are also about managing your energy, emotions, and expectations.
Early on, everything can feel urgent. Pressure to prove yourself can lead to rushed decisions or burnout before momentum even builds.
Managing yourself means slowing down enough to stay grounded. Paying attention to how you respond under stress. Being honest about limits. Choosing where to focus instead of trying to do everything at once.
How you manage yourself shapes how others experience working with you. Calm and steady presence builds confidence. Thoughtful responses build trust.
10. ๐๐ฐ๐ฐ๐ฒ๐น๐ฒ๐ฟ๐ฎ๐๐ฒ ๐๐๐ฒ๐ฟ๐๐ผ๐ป๐ฒ
It is easy to focus only on your own ramp up. But progress rarely depends on one person alone.
This chapter reframed acceleration for me. It is not just about how fast you learn. It is about how quickly the people around you can move with you.
Accelerating everyone means sharing context, reducing confusion, and helping others understand direction and purpose. You do not need authority to do this. Small actions matter. Clarifying goals. Connecting dots. Making work easier for others.
When learning and momentum are shared, progress becomes more sustainable.
Although ๐ง๐ต๐ฒ ๐๐ถ๐ฟ๐๐ ๐ต๐ฌ ๐๐ฎ๐๐ was written with managers in mind, its lessons go far beyond leadership titles.
At its core, this book is about how people step into something new. How they learn, adapt, build relationships, and create momentum in unfamiliar environments. Those challenges show up for every new employee, at every stage of a career.
If you are curious about how the corporate world really works, and how to navigate change with more clarity and confidence, this book offers a thoughtful starting point. Not as a checklist, but as a mindset.
The first 90 days will come again and again throughout a career. ๐๐ผ๐ ๐๐ผ๐ ๐ฎ๐ฝ๐ฝ๐ฟ๐ผ๐ฎ๐ฐ๐ต ๐๐ต๐ฒ๐บ ๐ฐ๐ฎ๐ป ๐บ๐ฎ๐ธ๐ฒ ๐ฎ๐น๐น ๐๐ต๐ฒ ๐ฑ๐ถ๐ณ๐ณ๐ฒ๐ฟ๐ฒ๐ป๐ฐ๐ฒ.
Top comments (4)
This is a really well-reflected breakdown. I like how you didnโt treat The First 90 Days as a checklist, but more as a mindset for navigating change.
The idea that transitions fail because of a mismatch between situation and approach really stood out to me. Itโs easy to assume working harder is the answer, when often the real work is slowing down, learning context, and aligning expectations early.
Also loved the point about early wins being relevant rather than dramatic โ that feels very real in day-to-day roles.
Curious: looking back, which of these principles do you think would have helped you the most in an earlier transition?
Iโm so happy you found my reflection helpful. Definitely plan to read the book if you havenโt already. My biggest takeaway is to clarify, clarify, clarify, and to set up regular check-ins with your manager rather than assuming they will. That was a major insight for me.
Many of the context and relationship dynamics discussed in the book are easier to navigate in an in-person setup. Having worked remotely for the past four years, Iโve found that some of these aspects can be harder to manage, which is why Iโm currently open to hybrid or in-person roles.
Thanks for sharing that โ this really resonates with me.
The โclarify, clarify, clarifyโ point is so important. Iโve seen how easy it is to assume expectations are clear, especially early on, and later realize everyone had a slightly different picture. Regular check-ins make a big difference.
Your point about remote work also feels very real. From my experience, context and relationship building often happen more naturally in person, while remote setups need much more intentional communication to avoid gaps.
Appreciate you sharing your takeaway โ it adds a very practical perspective to the ideas from the book.
Thank you, I really appreciate your message. Intentional communication becomes even more important in remote setups.