This document outlines a 30-60-90 day plan for a new Technology Director/Manager. The plan focuses on:
- Understanding team culture and customers in the first 30 days
- Defining an action plan and securing early wins in the next 30 days
- Reorganizing the team, engaging stakeholders, and implementing management processes in the following 30 days
- Evaluating successes and failures after 90 days and identifying new strategic initiatives and challenges for the team.
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
How can you stand out from a crowd of candidates who all know how to interview well? You bring a 30/60/90-Day Sales Plan.
Your 30/60/90-Day Sales Plan is proof that you can not only talk the talk, you can walk the walk. You’ll show that you have a strategy, backed by your research on the company and the job, that will have you ringing the cash register in no time. But…not all plans are equal.
This 30/60/90-Day Sales Plan is the result of continually refining and improving the plans of thousands of candidates over 12 years of Peggy McKee’s career as a sales and marketing recruiter.
The 30-60-90 Day plan will allow you to impress the hiring manager with your skills, initiative, and creative thinking.
Click this link:
http://careerconfidential.com/30-60-90-day-plan-how-to-create-and-use-it-to-knock-their-socks-off-in-the-job-interview/
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
10 useful tips for creating a 30-60-90 day plan when entering a new company or starting a new position. This also includes specific example for a sourcing manager role.
How can you stand out from a crowd of candidates who all know how to interview well? You bring a 30/60/90-Day Sales Plan.
Your 30/60/90-Day Sales Plan is proof that you can not only talk the talk, you can walk the walk. You’ll show that you have a strategy, backed by your research on the company and the job, that will have you ringing the cash register in no time. But…not all plans are equal.
This 30/60/90-Day Sales Plan is the result of continually refining and improving the plans of thousands of candidates over 12 years of Peggy McKee’s career as a sales and marketing recruiter.
The 30-60-90 Day plan will allow you to impress the hiring manager with your skills, initiative, and creative thinking.
Click this link:
http://careerconfidential.com/30-60-90-day-plan-how-to-create-and-use-it-to-knock-their-socks-off-in-the-job-interview/
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
New managers have a lot to learn. This action plan is designed to help new managers focus on the 3 elements: people, process and product and helps them prioritize areas of emphasis in the first 30, 60, 90 days. see ravindertulsiani.net
What should you do in the First 90 Days as a Sales Manager or VP? Brett Wallace, VP of Sales for Zoominfo, gives 10 high-impact things to focus on to ramp up quickly. A must read for newly promoted Sales VPs and Managers...or aspiring ones!
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
Starting a new job could be a stressful time of one's life. It seems that all the pressure's on to make the perfect impression but not annoy any future colleagues. How to manage this transition? Ron Elsdon specializes in career development and walks us through navigating the first 90 days of a new job. See the complete webinar at http://bit.ly/aT9F3I
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
New managers have a lot to learn. This action plan is designed to help new managers focus on the 3 elements: people, process and product and helps them prioritize areas of emphasis in the first 30, 60, 90 days. see ravindertulsiani.net
What should you do in the First 90 Days as a Sales Manager or VP? Brett Wallace, VP of Sales for Zoominfo, gives 10 high-impact things to focus on to ramp up quickly. A must read for newly promoted Sales VPs and Managers...or aspiring ones!
A study into the management research open to CEOs in their first 100 days AND application of several management models with case studies to help. Keynote presentation for memoQfest 2013.
Starting a new job could be a stressful time of one's life. It seems that all the pressure's on to make the perfect impression but not annoy any future colleagues. How to manage this transition? Ron Elsdon specializes in career development and walks us through navigating the first 90 days of a new job. See the complete webinar at http://bit.ly/aT9F3I
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Sales Onboarding SMM Webinar - Mike Kunkle/Brainshark 2016Mike Kunkle
This is the deck I presented for Sales & Marketing Management's webinar, sharing my sales onboarding methods that have yielded such great results for me.
Good Workshops (formerly called JAD sessions) take time and effort to prepare. You need to pick solid Subject Matter Experts (SMEs) to participate. But good SMEs don't suffer fools--they expect the Facilitator to do their homework to learn the business and the systems. Workshops are not about educating the Facilitator. Workshops are about guiding the SMEs to transform their knowledge into a well-conceived new solution.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
Join the Michael Management team as Operations Manager Erin Lett and Project Manager Leslie Bass explore 6 Easy Steps To An Effective Needs Assessment for Corporate Training.
You will learn about:
- Identifying Problem Needs Within Your Corporation
- Determining the Design of Your Needs Analysis
- Collecting the Correct Data
- Analyzing the Data Effectively
- Providing Appropriate Feedback
- Developing An Action Plan
2. INTRODUCTION
4 Main Objectives:
Be prepared
Always do my best work
Never take things personally, but analyze failures
Never make speculations, but rely on facts
Observe
and Learn
Act and
Build
Sustain
and Push
3. 30-DAY: SET THE BASELINES
Understand Team Culture
Meet Team Customers Stakeholders
Learn Processes Procedures
4. GAIN VISIBILITY
Analyze the current situation:
• Get current status
• Determine Immediate problems
to solve
• Understand where each
customer stands
Meet customers :
• In terms of Management, Team,
Organization, Process, Offer
• Meet champion customers =>
gain feedback
• Meet also early lost opportunities
and churned customers
Secure early wins meaningful to
the team :
• Focus on 3-4 most critical wins to
be secured
• Involve the team in this
momentum
5. LEARN MORE ABOUT THE TEAM
Meet the Team &
Stakeholders and
Prepare Team Skills
Inventory &
Stakeholder Analysis
(RACI)
Establish strengths
and weaknesses
chart & Identify gaps
that need to be
addressed
(SWOT)
5 questions
• What are the biggest
challenges?
• Why is the team facing
them ?
• What are the most
promising opportunities
for growth ?
• What would need to
happen for the team to
exploit the potential for
these opportunities ?
• If you were me, what
would you focus on ?
6. CULTURE AND MANAGEMENT
Attend meetings, learn corporate
culture
• Processes, Procedures, and Culture
• Have complete understanding of applications,
products and tools
Discuss activities With:
• Top global account Directors / Top Management
• Matrixed Cross Function managers and functional
managers
• Be open to suggestions and Best practices
7. 60-DAY: DEFINE AN ACTION PLAN AND DELIVER
Organize Team Culture
Develop
Relationships
Team Customers Stakeholders
Adapt Processes Procedures
8. IMPLEMENT AN EARLY MANAGEMENT PROCESS
Book periodic meetings
with the team :
• Operations Team
• Management Team
• Strategy Team
• Development Team
Use proactive and
reactive indicators :
• Roadmap planning
• Portfolio profitability
• Time-sheets
• Budget Analysis
• Overall product health
• Percentage churn / portfolio
value / engagement
9. REORGANIZE AND EMPOWER THE TEAM
Fill the gaps
identified
•Strategy – Executive
Team
•Operations
•Project team
•Production Support
Team
Make sure each
member is at his
right place
•Developers/Engineers
•Business Analysts
•Quality Analysts and
testers
•PM – Scrum Master,
Project Managers,
Product owners
Support the team
and begin to value
and foster team spirit
and synergy.
10. ENGAGE : BE PROACTIVE
Operationally
Strategically
Develop
Relationships
•Continuous feedback
•Production basis
•Strategic basis
•Supervising basis
•Leverage the relation to be
more strategic (if needed)
•Organize events at the
Customers’ site or in-house
•Into customers services
•Cross-networking
•Attend professional
organization meetings
11. 90-DAY: SHORT & LONG TERM PROJECT MANAGEMENT
Push Team
Secure Team Customers Stakeholders
Optimize Processes Procedures
12. FIRST APPRAISALS
Identify Wins and
Failures
•Products
•Team production
Achieve
Alignment of the
business unit
•All team members
must be working in
a concerted effort
•Elements to sync :
Strategy, Structure,
Skills, Culture
Obtain feedback
from new
processes and
procedures
•From the team
•Establish a way to
reward team
performance
13. IDENTIFY NEW CHALLENGES
Identify Strategic
initiatives
Individual
challenges
Team
projects
Organize team
building (informal
ones)