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90 Day Business Plan
- 1. STUART KEARNEY Prospective90 Day Business Plan “ The future depends on what we do in the present. - Mahatma Gandhi “
- 2. AGENDA Introduction MyFirst Meeting & Expectations Days 1-30: Building Relationships Coaching & Development Days 30-60: Continuous Improvement Days 60-90 (Consolidation & Follow up) Summary “ If your actions inspire others to dream more, earn more, do more and become more you are a leader” John Quincy Adams
- 3. INTRODUCTION Experienced salesteam manager Key skills: Coaching, performance & sales management Knowledge of GROW, Inner Game and SMART coaching models & techniques Energetic, animated, creative, positive, personable “ POTENTIAL – INTERFERENCE = PERFORMANCE” Tim Gallwey, Inner Game of Tenns
- 4. MY FIRST MEETING& EXPECTATIONS What the team can expect from me: I will always be fair, open & honest I will check my ego at the door I will always respect you by meeting my obligations to you I will keep my future meetings concise & informative where possible There will be a 'no blame' and 'no fear' culture in the team – mistakes happen, as long as we learn from them we can deal with them This is not about me, its about you. My role is simply to support each and every one of you to be as successful as you can be
- 5. MY FIRST MEETING& EXPECTATIONS What I expect from the team: Fair, open and honest communication To contribute to meetings, training sessions, etc. To offer constructive feedback on me should I fail to live up to my promises Do the best that you can, the customer on the phone is the only customer at that time To be the best at what we do ! “ The only way of finding the limits of the possible is by going beyond them into the impossible” Arthur C. Clarke
- 6. DAYS 1-30: BUILDING RELATIONSHIPS 121 Meetings Gain feedback Involve & engage Regular morning meetings Vital conversations Team building exercises
- 7. COACHING & DEVELOPMENT The success of the plan rests on effective coaching & development of both the team and myself. Regular coaching sessions for each team member using call monitoring, 121 conversations & accountable goals Regular use of the GROW model in coaching Meet promised levels of coaching and involve the member in their coaching schedule Open honest interaction & feedback in both directions. Follow up all sessions Improve skill – improve results
- 8. DAYS 30-60: CONTINUOUS DEVELOPMENT As part of the coaching set up and follow up, there would be a Continuous Development Plan As part of the ongoing development of each adviser, there would be a PDP set up Short & long term goals (SMART) would be put in place based on the ongoing 121's, coaching sessions and conversations with the advisers This 'Kaizen' plan would be referred to regularly as part of 121's and would be owned by the adviser
- 9. DAYS 60-90 (OR CONSOLIDATION) The final 30 days would be about consolidating everything I have learned and delivering improved results. With increased awareness & knowledge of the team, the business and the team members, coaching, training & development would be more specific to the individuals Through the regular coaching I would be expecting to see the team meeting expectations and delivering improved results as per the business requirements and areas of improvement having been addressed.
- 10. SUMMARY Over 90days I would deliver the following: A strong team spirit. A clear vision & clear expectations. A coaching & development structure designed by the team for the team. Continuous improvement RESULTS.
Editor's Notes
- #3 The set up of my 90 day plan is designed to firstly build relationships, spend time getting to know the team and understanding where everybody is. I believe the first 10 days are the foundations of the whole plan, therefore I am looking to cover those days as a separate entity. RELATIONSHIPS-MOTIVATION-TEAM BUILDING
- #5 The first meeting is about introducing myself, my expectations & standards and finding out a bit about the team.
- #6 The first meeting is about setting what the team should expect from me and my commitment to them and in turn what I expect. The meeting has to be as open, honest and HUMAN as possible as it is to start building the relationships that are vital in building, developing, motivating and getting the best response from each and every team member. The message and vision has to be clear – that the team is only as successful as each person in it and that my role is a support to them, but equally that are a support to me. Every person and their views, experience and role is massively valuable to the team.
- #7 The first 30 days are about getting to know the team members. 121 meetings will be scheduled to: Get to know the individual team members – family, what they like, hobbies, etc Gain Feedback through a 360# q & a form Find out about strengths, goals, aspirations, etc Motivate & engage Have a good conversation Set some goals Performance Analysis of each team member to analyse strengths, areas of development, training gaps etc (this would be backed up with call listening) and to start the 'skeleton' of coaching & training plans. Morning meetings would be set up to discuss what went well, share best practice etc & to cover schedule for day.
- #8 Coaching the team members is the most important part of the plan – and the bulk of my time, not just in the first 30-60 days should be spent interacting, coaching, developing & growing the team members. The levels of interaction would depend on the performance analysis and my observations as well as how the team would like it to look. The coaching set up would vary depending on individual but would involve call listening, self evaluation, goal setting/objectives from the team member. All training would be documented and the discussion would most likely be based around the GROW model. An agreed plan and follow up would be set and would also be covered over in 121 meetings. Regular (weekly or bi-weekly) 121 meetings would consolidate the coaching objectives.
- #9 'Kaizen' is the Japanese term for continuous improvement and that concept ties in with regular coaching but the setting of goals and Personal Development Plans are essential for the personal and professional growth of each person. Goals would be set in agreement between myself and the adviser on what they want to do, where they want to go, etc. The goals would be SMART but could be as simple as ensuring everybody is asked whether they want to be booked in for an appointment to career development. PDPs would be fully owned by the adviser and they would be accountable for the actions required to meet the goals. In turn I would also set myself a PDP to continuously improve as a manager & leader.
- #10 From day 1 with an experienced team I would expect results delivered – the whole purpose of my plan is to maintain results and improve on them through the regular coaching and development. By the 60-90 day period I would expect to see improvement in various areas such as quality, appointments being made, etc. The coaching & 121's etc would continue as I believe it is the most important aspect of managing teams, the difference to the approach would be more specific with a much greater understanding of the role, the advisers, the team and the business. Incentives offered for exceptional performance/quality/etc would be in place and the team should understand my expectations and the trust in place for both them and me.
- #11 Over my 90 days I would have developed a good understanding of all aspects of the role and the team with a clear vision and structure in place. Through the regular coaching I would be able to be more specific in developing areas of improvement and also would have built a great relationship with the team. There would be various other areas that would be added – team birthdays, team lunches, team nights out, incentives, etc – all with the goal of having the best team possible.