Today is my last day acting in the team lead role and I want to share some of the insights and experiences that I have had over the last 100+ days. Microsoft has phenomenal development programmes and fantastic people that make it truly a great place to work and grow. As suggested during our leadership offsite “These are the Good Old Days”.
I wrote the poem below, when I was 22. I had just left the company that I started at university and was learning to snowboard during a backpacking holiday across Canada. At the time I didn’t realize I was transitioning but I was trying to free myself from a structured path to plan a future that I was passionate about.
The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly.
There were some real gems in this book the conceptual backbone of the book outlines the ten key challenges when starting a new role.
Promote yourself. Perhaps the biggest pitfall you face is assuming that what made you successful to date will continue to do so. Take a mental break from your old job and prepare to take charge in the new one.
Accelerate your learning. Getting acquainted with a new role can feel like drinking from the fire hose. Be systematic & focused about what and how you choose to learn.
Match strategy to situation. Diagnose the business situation accurately and clarify the challenges and opportunities. STARS model
Start-up – you assemble the capabilities to get a new business off the ground
Turnaround – you take a unit that is recognized to be in trouble and work to get it back on track
Realignment – your challenge is to revitalize a unit that is drifting into trouble
Sustaining-Success – you are shouldering responsibility for preserving the vitality of a successful organisation
Secure early wins. Early winds build credibility and create momentum.
Negotiate success. You need to build a productive working relationship with your new boss. This means planning a series of critical conversations about the situation, expectations, style, resources and personal development.
Achieve alignment. The higher you rise the more you play the role of organization architect.
Build your team. evaluate team members. You need to be systematic and strategic in approaching the team building challenge.
Create coalitions. Supportive alliances, both internal and external are necessary.
Keep your balance. Preserve your ability to make good judgements
Expedite everyone. Help everyone in your organization accelerate their own transitions.
Executives are, in effect, "corporate athletes." If they are to perform at high levels over the long haul, they must train in the systematic, multilevel way that athletes do. Rooted in two decades of work with world-class athletes, the integrated theory of performance management addresses the body, the emotions, the mind, and the spirit through a model the authors call the performance pyramid. At its foundation is physical well-being. Above that rest emotional health, then mental acuity, and, finally, a spiritual purpose. Each level profoundly influences the others, and all must be addressed together to avoid compromising performance. Rigorous exercise, for instance, can produce a sense of emotional well-being, clearing the way for peak mental performance.
Mat opened my eyes to the motivating factors for technical people
Once we have enough money technical people are driven fundamentally by challenge mastery & making a contribution.
When the Profit motive gets unmoored from the purpose motive, bad things happen.