![]() ![]() 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: 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. ![]() Indeed, one central phase is almost ALL about delivering a powerful context to the organisation.If you are not familiar with 30/60/90-day transition plans, Gee's article offers an excellent overview. The initial phases build context in a very specific way to make success way more likely. There are six distinct phases to a successful 30-60-90 days as a new executive. The power of using CONTEXT to shape in your new leadership role. The expectation is that some valuable piece of insight and shared wisdom is about to be shared, and people listen up and pay attention. Simply saying “ we have a saying around here” opens up a context for what is now going to be said. The thing about a catchphrase is it needs context. It’s a great way to change culture and spread their way of thinking within their organisation. Similarly, when I coach leaders I often suggest they invent a catchphrase. “It’s so good it’s a real step up from using Skype for free.“It’s so good you don’t need to spend $1000 on airfare each time you want to run a meeting.Say I was talking to you about, say, some new videoconferencing software. It’s this CONTEXT that allows us to assign a level of "value" to the new piece of information. A piece of information, in isolation, is very difficult for us humans to process and evaluate. ![]()
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