The First 90 Days in Government
Critical Success Strategies for New Public Managers at All Levels
Harvard Business Press, 2006
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(5)In this summary you will learn
- What pitfalls you must navigate in a new public management job
- How to manage expectations of what you must achieve
- How to select a solid team and build intra-agency alliances
- How to manage yourself as you manage others
Why you should read The First 90 Days in Government
Your first 90 days in a new public management position can be the most critical time of your career. Few people move into new jobs without an occasional gaffe, but the important thing is to weather the transition and get your agency or department headed in the right direction. Peter H. Daly, Michael Watkins and Cate Reavis' book should prove a major asset for anyone entering government service, or anyone who has received a promotion and is moving into the big corner office with all the headaches that come with it. The book could benefit from a more detailed discussion on coping with the uniquely dysfunctional character of most government bureaucracies, but getAbstract strongly recommends its rational approach. It is particularly useful in describing pitfalls to avoid.
About the authors
Peter H. Daly worked in government for 33 years, managed two U.S. Treasury agencies, and is a national security consultant. Michael Watkins is a leadership strategy consultant, a professor at INSEAD and a former professor at Harvard Business School. Cate Reavis is a freelance case writer and consultant.
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