CIO Straight Talk - Issue 6 - 62

What got you interested in studying
leadership transitions? What did
you see, either in your research or your
consulting, that led you down
this path?

up the learning curve even as I'm being asked to make
things happen."

So, there was this unfilled need in the
market for leadership and change
management ideas?

It really started when I was teaching a program on
organizational change at the Kennedy School of

There were good ideas and frameworks on leading

Government. There were some very experienced people,

change, but there wasn't much out there about how to

mid-career professionals, in the program, and in talking

enter a new role, build key relationships, and create

to them it became clear that a lot of what was out there

some momentum.

about organizational change wasn't all that helpful;
it assumed that the person leading the change knew
the organization's strategy, the structure, the systems,
the skills, and where the bodies were buried. This was
simply not the case for people who were new in the
organization or new in their role. Leaders were saying to

You've written that in some
organizations part of the test in a new
job is simply whether you can survive
the transition. It's a kind of a macho
"sink or swim" culture.

me, "Look, I come into a new job, and I'm lucky if I know
where the restrooms are. My computer isn't working

When I was writing the first edition of The First 90

yet. I haven't gotten an assistant. I'm struggling my way

Days, I think that was the reality. I described it as

Five Conversations to Have with
Your New Boss
A new role generally comes with a new boss. An ongoing
dialogue, beginning before you take the job and continuing
beyond the transition, can help build a productive
relationship. In The First 90 Days, Watkins recommends
weaving five kinds of conversation into this
ongoing dialogue:
The situational It's where we all want
" A comfort zone is a very dangerous place to be.diagnosis conversation: How does your
boss see the situation that you've inherited? Where are
to be because that's where we feel safe and valued and appreciated. But
the challenges?
if you want to reach your full potential, you've got to be willingwill your
to step
The expectations conversation: How
outside that comfort zone onperformance be measured? What " your boss think you
a pretty regular basis does
can accomplish in the near- and medium term?
The resource conversation: What do you need in order to
succeed? What do you need from your boss?
The style conversation: What's the best way for you and
your boss to interact? And how often?
The personal development conversation: Where are you
doing well? Where do you need to improve?



Table of Contents for the Digital Edition of CIO Straight Talk - Issue 6

Contents
CIO Straight Talk - Issue 6 - Cover1
CIO Straight Talk - Issue 6 - Contents
CIO Straight Talk - Issue 6 - 3
CIO Straight Talk - Issue 6 - 4
CIO Straight Talk - Issue 6 - 5
CIO Straight Talk - Issue 6 - 6
CIO Straight Talk - Issue 6 - 7
CIO Straight Talk - Issue 6 - 8
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CIO Straight Talk - Issue 6 - InsertA
CIO Straight Talk - Issue 6 - 67
CIO Straight Talk - Issue 6 - InsertB
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CIO Straight Talk - Issue 6 - Cover3
CIO Straight Talk - Issue 6 - Cover4
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