Reference #217: The First 90 Days

Measuring success is more difficult in some business situations than others.

For example, launching a new venture or turning around a failed business both have clearly visible success measures. But the success of a realignment in keeping the situation from getting worse is less clear.

As such, leaders are more often rewarded in startup situations than in sustaining success. This creates an incentive for high potential leaders to prefer one set of situations to another, and hence increases the likelihood of a business ending up in a crisis.

Watkins. The First 90 Days, 2013. (83-85)

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