President Trump and Chancellor Merz used their first 90 days in office to establish a strong strategic position. In a government statement, when entering office, Chancellor Merz outlined the strategy for the forthcoming legislative period, focusing on internal and external security, reducing bureaucracy, and ensuring prosperity.

It is essential for every leader to deliver a statement within the first 90 days. Setting structure and expectations early is critical, especially in negotiation contexts.

The first 90 days in business or politics are often seen as a strategic “crucible”—a powerful word perhaps but quite applicable here--a period where reputations are forged, alliances are built, and negotiation power is either amplified or diminished. This window is not just symbolic; it’s structurally critical. This crucible can be a severe test or trial, a situation where people or ideas are intensely challenged, often leading to transformation or growth.

Why the First 90 Days Matter

Momentum sets the tone

According to Michael D. Watkins, author of The First 90 Days, early actions determine whether a leader will succeed or fail. The goal is to reach the “break-even point” quickly--where you contribute more value than you consume. In politics, this is mirrored by the “honeymoon period,” where public goodwill and institutional flexibility are at their peak.

Join our N-Conference, Leading Through Deadlock on October 23 – 24, 2025 to hear the Keynote Speech by Michael Watkins: “Strategic Negotiation and Structural Engineering” Negotiation Conference Zurich

Reputation formation

First impressions solidify fast. Research from Harvard and Wharton shows that reputations formed early--whether as collaborative, tough, or evasive--shape how others negotiate with you. A cooperative reputation encourages openness and better deals. A competitive or unclear reputation can trigger defensiveness and limit trust.

Negotiation leverage

Early wins build credibility, which enhances your negotiation voice. When you are seen as effective and fair, counterparts are more likely to disclose information and pursue mutual gains. Indecision can weaken your perceived authority, making future negotiations harder and more adversarial.

Strategic Impact of Early Ideas and Plans

Signal strength and vision

Executing bold, well-structured plans in the first 3 months in office or leadership signals clarity, competence, and confidence. This sets a precedent for how you’ll negotiate going forward. In diplomacy or corporate leadership, this can define your strategic posture--whether you're a bridge-builder, a disruptor, or a tactician.

Shape the narrative

The first 90 days are when you define your story. Are you here to reform, stabilize, innovate? This narrative influences how others interpret your negotiation moves. For example, Angela Merkel’s early emphasis on fiscal discipline shaped her negotiation stance in EU politics for years.

 
Build alliances

Alliances, cooperations, partnerships, and other early outreach and coalition-building create relational capital. Early alliance-building creates relational capital—a foundation that supports high-stakes negotiations. In business, this might mean securing key internal champions. In politics, it could be forming cross-party or international partnerships.

Common pitfalls to avoid

Common mistakes include overpromising (trying to do too much too quickly can backfire), neglecting culture (failing to understand organizational or political norms can alienate critical key players), and emotional reactivity (such as complaining or moralizing), as Schranner warns, weakens your strategic posture.

Key Takeaways

Others would agree. Forbes Councils member, CB Vision president, coach and consultant Carol J. Geffner emphasized that new leaders must set tone, establish boundaries, and clarify goals within the first 90 days (Forbes 2014). Berkeley Exec Ed even recommends using the pre-start period to prepare, then set focused short-term goals (30/60/90-day markers), build stakeholder relationships, immerse in culture, communicate intentionally, and solicit feedback early and often.

The first 90 days are not just about doing things--they’re about being seen doing the right things. Your negotiation voice is shaped by how you act, react, and interact in this formative phase. It is your chance to build a reputation that precedes you--and protects you.