How to craft your 30, 60 and 90-day plan

• First 30 days: Focus on learning processes and absorbing information
• Second 30 days: Review your observations, and determine new strategies and models with your team, producing a road map on how to achieve everything
• Third 30 days: Now it's time for you to collectively deliver on your plans.

You may have already constructed a hypothetical 30-90-day plan for a job interview. 

It’s a common interview technique enabling you to outline in practical, proactive terms just how much you intend to achieve in your first three months.

It's a great way to demonstrate that you can strategize and that you're a forward planner. If you didn't create one for your interview, it'll be advantageous to start formulating one during your notice period. 

First 30 Days: Absorb, Learn, and Establish Foundations 

Firstly, you'll need to perfect your elevator pitch. Equip yourself with a succinct self-introduction for all the new people you'll be meeting. 

During the first 30 days, your focus should be drawn to learning processes and absorbing all necessary information. 

Familiarize yourself with the company's systems, its products and its services. Analyse and review thoroughly, but don't be too keen to offer your thoughts immediately. 

Schedule meetings with relevant team members to absorb some of the written and unwritten rules. 

Start to formulate some objectives and plans for development, but don't be hasty to execute them just yet. The time to diagnose and prescribe will come later.

Finally, ensure you establish your key markers of success with your manager. This will be an important topic of review after three months. 

Second 30 Days: Develop Strategies and Create a Road Map 

You should begin by reviewing your first 30 days. What were your key observations? Where will you be implementing new strategies and models? Are there any potential flight risks among your team?  

You should begin by reviewing your first 30 days. What were your key observations? Where will you be implementing new strategies and models? Are there any potential flight risks among your team? 

During the first month, you would have been a cautious observer, carefully absorbing information. Now is the time to speak. 

Flesh out those objectives and plans with your team, and produce a road map on how you're going to achieve them. 

Remember how advantageous your current position is: you can effectively act as a consultant to the business. You can identify inefficiencies but are given time to understand why things are done the way they are.

Third 30 Days: Execute and Evaluate 

The third month of your plan will be the point where your team and stakeholders will expect you to fully take the initiative.

By now, you'll be up to speed with relevant process and procedures. You'll be fully independent and contributing significantly. 

Review the first two months with your team. How successful has it been? How have they responded to your new leadership strategy and style? 

In turn, some autonomy will now be handed over to them. They should be well acquainted with the plans and objectives set for them. Now it's time for you to collectively deliver. 

Those potential flight risks you kept in the back of your mind may now be more prevalent. Keep your recruiter updated of any potential hiring plans.

And finally, be sure to review your progress with your manager. Have you reached those practical markers of success you outlined in the first month? Continue to plan pragmatically by establishing some further long term goals and objectives.