As you review it, reflect on the relevant questions and guiding principles for your own plan and how to best structure what you want and need to make your greatest sustainable impact in the first 90 days.
Individualizing Your Plan One of my C-level clients, let’s call her Jordan, structured her own 30/60/90-day plan as follows: In successive rows of her header column, Jordan listed her main constituents (board of directors, CEO, other C-suite leaders, regional managers and her team) followed by top anticipated projects and other areas to address.
The company likely has a training program (if you’re not sure, this is a good question to ask about in the interview).
So what is your plan to make the most of their training, and get up to speed quickly?
While a 30/60/90-day plan cannot guarantee success in a new role, outlining high-level goals and priorities with an accompanying action plan will facilitate the right mindset and allow for more seamless execution.
Seek feedback from others as appropriate – either prior to your new role or in the first days at the office – and make sure to consider and include enterprise, team and individual goals.
Communicating an actionable 30/60/90-day plan to your team goes a long way in ensuring you are doing the right things among the busyness of business.
Structuring Your Plan If you are not familiar with 30/60/90-day transition plans, Gee's article offers an excellent overview.
This put her face to face with individuals (scattered across the country) who were critical to her understanding of long-standing issues and generation of practical, optimal solutions. Speaking from a position of leadership, he also told his team what he stood for, how he liked to work and what he expected from them.
Setting and Achieving Your Priorities As you reflect on Gee's and Jordan’s plans and devise your own, you may wish to include some agenda items from Gee’s chart: • Building relationships, coalitions and your team. Finally, he made sure that his progress, as measured against his 30/60/90-day plan and more generally, was “very visible” to his manager and team.