1. “Coming together is a beginning. Keeping together is progress. Working together is success.”
Henry Ford
A recent poll of more than 1 million employed U.S. workers concluded that the number one
reason people quit their jobs is a “Bad Boss” or immediate supervisor. The poll further concluded that
respect and relationship rapport is initialized within ninety days of the commencement of the working
relationship. I have had the opportunity to see many different management styles within numerous
corporations, and this has allowed me to witness the strengths and weaknesses of the frontline staff.
Oftentimes weaknesses in staff are a direct result of inadequate management or supervision. Too often
supervisory employees lose sight of what their role is. A supervisor’s role is not simply to manage
employees on a day-to-day basis; rather, it is to grow a successful department by establishing a
professional relationship that demonstrates effective and constant communication, a willingness to set
standards for one another, and an effort to motivate each other to achieve goals. A successful
supervisor must not only recognize an individual’s current worth, but must also establish a plan to lead
today’s employees into tomorrow’s leaders. The following 30-60-90 day plan is my first step to
combating supervisory inefficiencies and shaping productive and competent associates.

2. 1-30 Days Learning Stage - “Coming Together is a Beginning”
Introductory email
 Emphasizing my excitement for the future and upcoming improvement to formalize our
team
 Providing a brief description of my background and particular management style
 Highlighting my dedication to each associate and their individual success
 Delivering a promise that within the first two weeks a team huddle will be held
Collaborate a partnership with my direct managers and jointly discuss
 Key objectives for the team and how our role contributes to the strategy and plans for the
future
 Formalize expectations on a daily, monthly and yearly basis
 Introduction to systems that are needed to perform tasks required by the role
 Predict problematic situations and identify resources available to provide assistance
Familiarize myself with the associates on my team and the details including
 Associates schedules including existing PTO and specialty requests adhering to schedule
 Provide contact information for myself and obtain contact information for each individual
associate to assure access to each other in case of emergency or work related issues
 Identify outside obligations i.e. class schedules, second job and/or family situations
 Hire date of each associate
0%
20%
40%
60%
80%
45%
43%
40% 44%
72% 72% 75% 73%
43% 44% 47%
72% 74% 79%
NPS Score QA Score Projected NPS Projected QA

3. Conduct Team Huddle
 Open with an icebreaker to ensure introductory of newer agents and to create a positive
atmosphere for team building
 Reiterate AAA’s strategy and movement towards the future
 Designate what role we play as individuals in achieving these goals set forth by our
employer
 Reinforce the focus on our metrics, member experience, attendance and PCI requirements
 Open the floor for constructive feedback and expectations of my leadership role needed to
properly support each individual
30-60 Days Alignment Stage- “Keeping Together is Progress”
Analyze your staffing incorporating the 3P’s of Performance:
Proficiency
 Evaluate team metrics compared to business standards
 Determine which policies are being serviced on an individualized basis
 Review existing/expired Performance Improvement Plans and QA evaluations
 Outline team’s attendance designating recurring absences and/or unnecessary tardies
 Identify subject matter experts
 Recognize associates that require more feedback and/or additional training
Personal Improvement
 Design job aides based on systemic errors, manual procedures and/or provide individual
assistance
 Implement a feedback board allowing agent’s to post questions or situations that arose
when supervisor or management members were unavailable
 Formulate personal goals for each associate by initializing check points, evaluations, and
conduct individual coaching sessions to clear issues hindering the completion of
particular goals
Professional Growth
 Identify process for obtaining educational resources, supply necessary study manuals,
and determine allowed testing dates and schedules for obtaining PNC license
 Itemizing requirements, supplying additional information to assist with the desired
career direction voiced by each associate
 Build rapport with leadership throughout the corporation to ensure updates on
availably in other areas of our business to provide opportunities to deserving associates

4.  Collaborate training sessions to provide on-going education on current policies being
serviced or cross training particular associates reassuring the movement towards a
higher tier
Conducting One-On-One sessions with each Associate
 Express gratitude for the associate’s continued hard work
 Measure strengths and weaknesses (*Additional Training if needed)
 Discuss performance and/or attendance issues
 Emphasis the importance of our NPS Score
 Provide importance of our service levels and limited ACW
 Set goals and develop plans to exceed expectations
 Review of new procedures or processes
 Idea sharing Ex. types of monthly contests, lunch rewards etc
 Identify what motivates his/her individually
 Allow associate to voice needs and/or concerns
 Emphasize the passion I hold for each individual’s goal attainment and advise associates
to never be afraid to ask for help or to voice a concern
Immediate feedback provided - Follow-up email
 Attach soft copy of procedures and processes that were discussed
 Re-cap expectations and required improvement
 List agent’s needs or concerns and give an approximant time for a resolution
 After each session has been completed, cast a team vote on choosing monthly contests
or rewards that motivate each other
60-90 Days Execution – “Working together is success”
Improving processes to maximize efficiency
 Periodically listen to agent’s calls to identify helpful solutions
 Use negative member experiences as teaching opportunities
 Initiate daily contests to increase the morale of the team
 Administer and encourage feedback on newly produced job aides or alerts
 Continue individual coaching sessions

5. Mapping performance
 Prepare daily metric reports
 Track attendance and tardies
 Monitor QA evaluations and scores
Aligning workforce performance to organizational and personal goals
 Recognize and reinforce positive goals and expectations
 Confront and correct negative performance
 Evaluate and discuss prospects for advancement or attainment of additional
responsibilities
Identify Accomplishments
 Share success stories
 Present Awards for most improved
 Designate experts to be used as resources