"Hi! Welcome ONBOARD"

"Hi! Welcome Onboard".

"Nice to have you on team".

"We were looking forward to your joining".

"Looking forward to work with you"


This is exactly where the romance ends and actual hard work of marriage starts. You have joined a new organization or transitioned into a new role within same organization. Within couple of months from this day, you might have set out your equations with your allies and enemies (for goodness sake read adversary). Having only allies is of course ideal but in order to stay close to practicality let’s say having no adversary is ideal. Keep your toolkit handy and be cognizant of using right tool at right time.


With some basic tools and some odds & ends you are at least sure you are not walking out on one limb. Let’s discuss some of them:


1. Active listening:

“Sky is blue”


How many questions did hit your mind when you read “Sky is blue”:

· That’s so random, why did he write that?

· Who told sky is blue?

· When – during day or night? During a sunny day or rainy day?

· In my country, it so dusty you cannot even see the sky. Leave colour.

· Blah! Blah! and lots of blahs.

A simple statement has attracts so many questions. In your initial few days stick to open questions and listen (Well Actively). Listening is most underrated and yet most powerful skill. The impression you create during first 60-90 days would remain intact. Going downhill was always easy and would always be easy. Stick to below during first 60-90 days.




2. Dig the past  Scratch the Present  Paint the future


2.1. Dig the PAST:


“History is the version of past events that people have decided to agree upon”

- Napoleon Bonaparte.


History has always been side-lined by most of humanity as archives of boredom. History is not merely list of events, it’s a bridge between bygones “today” and present “today”. It is an era which we cannot feel but certainly know. When it comes to an Organisation, always try to understand:


· Why does the Organization exist. What’s the reason behind the establishment?

· What are the core products or services it started with?

· What are the different business lines in organization and when were they established?

· Who were the influential leaders who shaped the organization as it is today?

· What were the beliefs of founders?

· When in past did the organization fail, how did it deal with that failure?



2.2. Scratch the PRESENT:

“Do not dwell in the past, do not dream of the future, concentrate the mind on the present”

- Buddha


All the meditation practices have always emphasised to stay in present. While knowing the past is great, focus on understanding how is the Organization positioned today. Present is when you became part of the Organization or a team. Identify:


· What are the potential early wins? Early wins will give you a win right away. Know them well before you act.

· What’s important for your manager? What’s important for your manager is important for your super manager and hence forth for the Organization. Add value there in your capacity. Join hand in moving that wheel faster.

· Know your people:





Everyone focuses in Higher ups and reportees, Connect with your peers too (and frequently so).

· Connect with your manager – At regular intervals.


2.3. Paint the FUTURE:

For all the good reasons and for sake of humanity, don’t be astrologer. Once you are well equipped with past and present, structure your thoughts, identify the patterns and see if you can generate value. DO NOT ACT blindly. PREPARE TO ACT. For any actions during first 90 days, try to under commit and over deliver.


3. Stick to STARS.

Framework often suggested for leaders to identify the kind of setup they are in:

S: Start up

T: Turnaround

A: Accelerated Growth

R: Revamp

S: Sustained growth.


You can be in either of one of the above setup or a mix of it. You need to know your battlefield before you prepare for war. Each of these setup has different challenges and different needs. Let it be people or product – One size doesn’t fit all.


For example. Startup might have way more energy as compared to accelerated growth. However, way more confusion too. You need to channelize the positive energy towards what you want to do and away from what you don’t want to do.


4. Do not keep the BAD news for desserts:

No one likes bad news. More specially if served by someone else than their own people. Feed your manager with bad news on time. That’s gives both of you time to avert it or mitigate the impact. On top of everything, timely news add lot of volume to trust. If you could walk in with a solution, brownie points.


5. Avoid Action imperative:

Actions are important but not with your foot in your mouth.



We all crave for that recipe to win. The first 90 days equips us with the tools which guides us towards success with its well paved out path and well developed framework. Highly recommended for people getting into new Organizations or new roles within Organization.




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