30 60 90 Day Plan Template for Managers
The 30 60 90 day plan template is
a four quadrant framework. The first three quadrants walk managers through each
month, while the fourth quadrant holds notes and other helpful information
gathered throughout these 90 days.
Days 1-30
In the first 30 days as manager of a new
team, the focus should be on talking to everyone. This communication is not
only for relationship building, although this is critical. In addition, you
will also gain tactical information which will inform the choices you make in
the months or years to come.
Things to Learn in Conversation with Each Team Member
1.
Family
2.
Occupation
3.
Recreation
4.
Dreams
5.
Birthday
6.
Perceived Strengths
7.
Perceived Weaknesses
8.
A feel for what’s going on
Things to do Days 1-30
In addition to gaining the information on the
list above, you should spend time considering employee, team and company
perception versus reality. While this may not be a popular topic within the
organization, one of the best things about bringing a newcomer from the outside
as manager is that they can bring in new perspectives and challenge perceptions
that have previously held sway as “reality.”
Finally, another important thing to do in the
first 30 days is to make a small change. If a new manager does not do this, the
team and upper management will start to question their effectiveness and, once
introduced, this is a difficult perception to shake. Ideally, this change would
be around a complaint that you have heard in your extensive conversations with
your new team. Being able to change one small thing for the better is a great
way to build trust which is a must for the next 30 days to run smoothly.
Days 30-60
During the next 30 days, you will really dig
into the process. Comprehensive understanding of the current processes will
pave the way for making many more positive changes.
First and foremost, you will continue to
communicate. However, the goals of this communication will be less to get a
“lay of the land” and more to really uncover as much as possible about the way
things work, why and how effective these processes are. You should really dig
into issues that your hear about and ask the hard questions. These 30 days
should be seen as an opportunity to gather facts relentlessly. Once again, you
should be very careful to spend time distinguishing between fiction and fact. When
it come to a process or practice, what is the reason behind this particular
choice? Does it actually produce the result that is attributed to it? If not,
take note.
At the end of this month, another small
change should be made. Once again, this change should be informed by what
you’ve gathered during this time period. This is because it is important for
the team and your supervisors to see that there is value in the difficult
questions that you are asking.
Days 60-90: Structured Analysis and Strategy
The last 30 days are going to involve much
more engagement with your team as a group. At the end of this time, you should
have a vision, a plan, buy in and approval for resources.
SWOT
In your previous conversation with team
members around strengths and weaknesses, you would have been able to make a
half SWOT analysis on your own. Now, it is time to create a full SWOT with the
entire team’s input. Use this SWOT template and write down suggestion around
team/company strengths, weaknesses, opportunities and threats.
Learn more about the SWOT Analysis:Impact Matrix
Using the information in the SWOT analysis as
a springboard, use the Impact matrix to rate the viability of different
opportunities. Once again, this is a team activity, so that each direct report is
engaged in the direction that you as manager will take.
Learn more about the Impact Analysis:Vision and Goals
Based on the SWOT and Impact Analysis,
determine the mission/vision statement for the team and the top ten goals
to accomplish this year. Depending on how close to year’s end, these goals can
be larger of smaller.
Buy-In and Resources
The final actions for days 60-90 involve
building on the trust and relationship that you have developed during the
previous months. You must get buy-in from the team around the top 10 goals and
also receive approval from supervisors for any additional resources that you
will need to accomplish these goals. This buy-in from from the team and those
you reports to is one of the reasons that it is important to make those two
small changes, start building relationships right away and get as much
information as possible.
Notes and Other Resources
The notes and resources quadrant is designed
to hold all the helpful information that your find during these ninety days.
Create items for each team member and document information in the notes
section. In addition, the SWOT and Impact Matrix analyses can be nested in this
quadrant. Put simply, this quadrant is where all the information that will
inform your strategy
moving forward is curated.
Conclusion
While you, as a new manager have your job cut
out for you and plenty of pressure as you set out making changes and developing
a successful strategy, the 30 60 90 Day Plan Template can help them make the
most of your introductory period so that you can make as much positive impact
as possible in this new role.
Comments
Post a Comment