“I take seriously this idea of team one. We’re running the whole institution, and we bring to it different perspectives that are partially rooted in the area that we’re responsible for, but it’s got to start with us as a team.” David Bach
The first 90 days in a new leadership role are a critical period, demanding a delicate balance between achieving quick wins and taking the time to thoughtfully address important issues. For executives, this phase is not only about establishing credibility but also about laying the foundation for long-term success.
Michael Watkins, Professor of Leadership and Organizational Change and author of the international bestseller The First 90 Days, spoke to IMD President David Bach about how he has found the transition to his new role.
In the conversation, they explore the unexpected aspects of the role, the nuanced art of balancing consensus-building with decisive action, and his strategic approach to assembling a high-performing executive team.
A major surprise for Bach was the amount of goodwill he received from both IMD and external stakeholders. A challenge has been balancing the importance of being inclusive while recognizing that effective leadership sometimes means decisively ending debates to drive outcomes.
“I’ve learned that you can be inclusive, even if at times you cut off debate and say, ‘I think we’re moving on, and here’s what we’re going to do.’ I think people can distinguish between you, your values, and how you’d like to engage, and still recognize that, at a particular moment, we’ve discussed this enough,” he explains.
Over the past 90 days, Bach says he has prioritized shaping a smaller, integrated leadership team that could function independently, fostering diversity in background and tenure.
“I take seriously this idea of team one,” he says. “We’re running the whole institution, and we bring different perspectives that are partially rooted in the areas we’re responsible for, but it’s got to start with us as a team. Again, this is a process. It doesn’t happen overnight. But I certainly sense that everybody’s committed to being a brain trust, a team that we can all rely on to make the important decisions.”
Bach also expressed his gratitude for the support of the IMD supervisory board for providing candid advice while allowing him to have autonomy.
Watch the full discussion to gain insights into how leaders can navigate this transformative phase with purpose and impact.
