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. Gee took pains to meet as many people in the organization as possible in his early days in the role. Executing quick wins that can foreshadow more substantial improvements.
Establishing and monitoring key personal metrics.Building relationships, coalitions and your team.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.Īs 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: She planned flights to five cities over two trips-making creative use of layovers-with a short break in-between. Jordan then devised a tight yet manageable travel schedule for the following three weeks.
In this way, she gained clarity, demonstrated authority and made initial progress on all key areas, as well as with her team. She devoted the mornings of her first week at her new office to meeting with team members individually and spent afternoons on conference calls discussing each project in turn. Tempted to triage and move to execute on each of these projects as soon as possible, Jordan nonetheless recognized that she first needed to set the tone and goals for her own team. She also could clearly map out how her efforts across these projects would support larger organizational goals.
On her plate was to help realign a splintered board of directors, merge diverse geographical regions under a smaller subset of managers and replace two key employees (which she labeled as Projects A, B and C), all while meeting the overarching goals of increasing revenue and raising the organization’s reputation in the marketplace.īy breaking up each of Projects A, B and C into achievable goals over manageable periods, Jordan could better predict the steps, time investment and travel schedule she would need to tackle each one. While Jordan would have valued time to settle into her role before leaping into action, she was hired by her new CEO on the assumption she would swiftly shore up certain trouble spots in the organization (and be compensated accordingly). In the remaining columns across her chart, she mapped her goals for each over 30, 60 and 90 days. 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. One of my C-level clients, let’s call her Jordan, structured her own 30/60/90-day plan as follows:
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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. Gee’s chart features both a high-level structure and sufficient detail to keep him on track. Who are the key players (outlined in a stakeholder analysis and influence map)? Within each, he defined high-level departure points to guide his execution of top priorities, such as: He structured his plan as a chart with "People," "Process" and "Technology" as headers. If you are not familiar with 30/60/90-day transition plans, Gee's article offers an excellent overview.
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