This document provides guidance on creating a 30-60-90 day plan for a new manager. It discusses focusing on planning, understanding the company and role, and building relationships in the first 30 days. In days 30-60, the focus is on analyzing processes, establishing relationships with stakeholders, building trust with the team, and developing a personal brand. In days 60-90, the emphasis is on broader assessments, communicating and creating priorities, and establishing a measurement plan to emerge as a trusted leader.

2. 4
Introduction
The success of any organization hugely depends on a successful
manager. Apart from driving the team and following up on the work
progress, they are also responsible for interconnection between team
members.
But the opportunity of taking up a new manager role in an
organization comes with anxiety and uncertainty. You should ask
yourself if you are prepared enough to deliver effectively in your new
role?

4. 4
New manager tips for success:
Tips for
Success
Planning
01
Experience
02
Relationship Building
03
Conflict Management
04
Your Management
Style
05
In this session, we will discuss five new manager tips to set you up for success:

5. 4
New manager tips for success:
The most significant difference between the Successful and
Unsuccessful New Manager is Planning. The most effective way for a
new leader to create results and build culture is to adopt a rolling
focus, 30 60 90 day plan.
Planning
01
A 30 60 90 day plan details the milestones you should focus on in
the first 30, 60, and 90 days of your role. By setting concrete goals
that align with your abilities and company goals, you can make a
smooth and empowering transition into a new organization. A 30 60
90 day action plan keeps you constantly moving towards your goals.
What is a 30 60 90 day plan?

6. 4
New manager tips for success:
Experience Matters:
Apart from rigorous planning, the managers’ functional backgrounds,
experiences, and competencies determine how they take charge. The
influence that the managers’ experience holds over the taking charge
process is astounding. In case the new manager lacks experience, he
should compensate by taking mentorship from seniors or peers with
relevant experience.
Experience
02

7. 4
New manager tips for success:
Relationships with key people:
One of the most salient differences between the success and failure
of a New Manager is the quality of the new manager’s working
relationships. These interpersonal problems arise due to rivalry
issues, disagreement about goals, and different beliefs about
performance.
Developing effective working relationships is a critical task. Managers
in successful transitions confront interpersonal problems by the end
of the immersion stage and resolve them promptly.
Relationship Building
03

8. 4
New manager tips for success:
Conflicts in management style:
The conflicts involve control and delegation and arise partly because
managers have not clarified expectations with their senior
management or subordinates. However, the main reason is generally
less rational factors, including understanding what is good
management.
How can new managers deal with differences in style? Simple. The
new managers have to take the initiative to set common expectations
and understanding with all the people he is working with. This is
important for successful onboarding to a new job, as unresolved
expectations and conflicts become a hindrance and often cause a
failed succession.
Conflict Management
04

9. 4
New manager tips for success:
Each Manager defines his own management style.
This includes
• how they spend their time – in meetings, on tours –
• what kinds of meetings and interactions they prefer– one-to-
one, recurrently scheduled or specially scheduled meetings, etc.
• How good he is in soft skills – empathy, compassion, active
listening, problem-solving mindset.
Managerial style affects how people respond to an executive initially
and influences the entire taking-charge process, including how they
make decisions.
Successful Managers are compassionate, problem solvers, keep the
team environment congenial and conducive to efficient working.
Your Management Style
05

10. 4
New manager tips for success:
Conclusion:
The taking charge process for a new manager can be grueling,
uncertain, and difficult. The foremost requisite for a successful new
manager is planning. Do rigorous 30 60 90 day planning for a smooth
transition in an organization. Apart from that, prior experience, ability
to form relationships, management style, etc., are crucial factors that
can also affect a new manager’s success.

11. Successful new sales managers rely on the 30 60 90 day sales plan
as a tool to drive their onboarding, prioritization and focus on what
really matters especially in their early days. They use 30 60 90 day
sales plan as a general framework for success, outlining their goals
and maximizing their output by thinking and planning ahead.
The 30 60 90 day sales plan for Sales Managers should be designed
in a manner that allows new Sales Managers to understand the
product, the process, and the people involved, making effective
strategies and plans in accordance with their priorities.
Creating A 30 60 90 Day Plan
4

12. In this session, you will learn
1.ART OF GOAL SETTING: IDENTIFY – CLASSIFY – PRIORITIZE
2.HOW TO BUILD THE 30 DAY PLAN
3.HOW TO BUILD THE 60 DAY PLAN
4.HOW TO BUILD THE 90 DAY PLAN
5.BEST TEMPLATES FOR 30 60 90 DAY PLAN
One of the key ingredients for a successful 30 60 90 plan is the
ability to define clear and realistic goals. These goals clearly lay down
objectives and targets for you. Our first section clearly guides you
through developing clear, relevant, and measurable goals.
4
Creating A 30 60 90 Day Plan

13. 4
1.Creating A 30 Day Plan
Learn, Understand and Build Your Knowledge
As with everything, the first aspect of the 30-day plan is to grasp as
much as possible of the company culture, strategy, goals, and
people. Familiarize yourself with the company and understand your
role within the existing structure. Don’t be in a hurry to move on to
the execution of plans. Integrate yourself within the company and
understand what is expected of you as a Sales Manager.
Once you feel sufficiently informed about the company’s strategy,
ethics, product, and goals, move on to your planning phase. Take
inspiration from your company’s past successes and failures, and how
you, as the new Sales Manager, can optimize the process and
utilize/change the existing model to better fit the company’s needs.

14. 4
1.Creating A 30 Day Plan
1. Settle Down
Here’s where you account for the transition and take control as a
Sales Manager.
a) Memorize the organization chart and take control of the
schedules.
b) Set up one-on-one meetings with your team to get a deeper
understanding of your team and to build trust.
c) Understand the current operating rhythms through regular
meetings.
d) Immerse yourself in key documents.
What to include in your 30-day plan.

15. 4
1.Creating A 30 Day Plan
2. Clarify Mandate
One of the key components of a good 30 60 90 day plan is to
account for the transition and to understand the mandate dictated by
the company.
a) Understand the Sales Head’s appetite for change, perception of
sales’ challenges, and the drivers of these challenges.
b) Understand any shortcomings of the previous Sales Manager.
c) Learn who the Sales Head trusts – or doesn’t trust – and why.
d) Begin to understand the leadership bench and next-generation
seller workforce.
What to include in your 30-day plan.

16. 4
1.Creating A 30 Day Plan
3. Define Role Effectiveness in New Organization
This is where you understand your role within the company and how
you plan to take control of the operations within the sales team.
i) Focus on leader-owned resources and priorities for individual
performance.
ii) Use and contribute value throughout the enterprise.
iii) Give input to and take input from salespeople, cross-functional
peers, and leaders to improve the broader enterprise.
iv) Facilitate sales team performance, rather than direct it.
v) Connect teams with those who can enhance and benefit from the
team’s performance.
vi) Push information to and pull value from multiple teams, ensuring
team contributions receive the resources and visibility needed for
success.
What to include in your 30-day plan.

17. 4
1.Creating A 60 Day Plan
Analyze deeply and start planning execution
Analyze in detail your company’s core processes because it’s time for
you to start executing some of your ideas and plans.
By this point, you should be able to better evaluate your company’s
management system as you become familiar with your team, your
superiors, and your company’s partners. It is now time for you to
take on greater responsibility in terms of providing results and
ensuring greater output from your role as a Sales Manager.

18. 4
1.Creating A 60 Day Plan
1. Establish Relationship with Key Stakeholders Enterprise-Wide
Build a relationship with everyone involved in your company’s core
processes.
i) The Sales Head— Solidify your working relationship with the Sales
Head/or your manager.
ii) Key stakeholders from peer functions — Individuals from marketing, HR,
finance, IT, etc. can provide valuable insight that will help shape the
direction of your strategic vision and identify opportunities for functional
improvement.
iii) Key customers — These strategic accounts provide outside-in insights to
help shape and validate your initial plans for functional improvement; their
perspectives are critical to understanding how your best customers buy and
use your products or solutions.
What to include in your 60-day plan.

19. 4
1.Creating A 60 Day Plan
2. Build Team Trust
Trust, responsibility and credibility are key characteristics of a successful
Sales Manager.
i) Make a personal connection by letting the team get to know you, not just
getting to know the people on the team.
ii) Be transparent on what you do and don’t know to avoid information gaps
that could prompt speculation and false rumors.
iii) Show competence by demonstrating your skills and openly
acknowledging gaps, which can boost credibility in areas you know.
What to include in your 60-day plan.

20. 4
1.Creating A 60 Day Plan
3. Develop Your Personal Brand
Understand your and your company’s priorities, keeping in mind your own
career growth and the company’s trajectory.
i) Conduct an in-depth listening tour and maturity assessment to identify
and prioritize new standards and goals for the sales organization
ii) Quickly understand organizational priorities.
iii) Understand the full extent/scope where the predecessor
underperformed.
iv) Clearly define strategic priorities with executives.
v) Strengthen relationships affected by underperformance.
vi) Explicitly signal continuity or discontinuity based on the performance of
the predecessor.
vii) Continue successful activities and operations.
viii) Identify focused opportunities for improvement.
What to include in your 60-day plan.

21. 4
1.Creating A 90 Day Plan
Evaluate, Experiment, and Emerge as a Trusted Leader
By this point, you should already be extremely familiar with your
company’s processes and the metrics for evaluation. Your goals and
your company’s expectations should be perfectly aligned at this point,
and all that should be left is for you to evaluate your position in the
company, as well as your plans for the future of sales within your
capacity as a Sales Manager.
Communicate effectively with your team and management to get
everyone on the same page. Assess what’s working, and what needs
to be changed. This is where you emerge as a leader in your position,
and you should have a team behind you that trusts and respects your
abilities and decisions.

22. 4
1.Creating A 90 Day Plan
1. Make Broader Assessments
Analyze your company’s successes and failures, and plan where to go
from there.
i) Assess the organization’s culture.
ii) Assess current commercial performance in a robust way.
iii) Evaluate sales talent and resources.
iv) Assess organizational structures, technologies, and processes.
What to include in your 90-day plan.

23. 4
1.Creating A 90 Day Plan
2. Create and Communicate Priorities
Strategize how to pursue your and your company’s goals, using
effective business practices.
i) Deliver a collective quick win related to an enterprise strategic
initiative.
ii) (Re)define operational and strategic priorities.
iii) Communicate your strategic priorities
What to include in your 90-day plan.

24. 4
1.Creating A 90 Day Plan
3.Create and Adhere to a Measurement Plan
Prepare a measurement plan to optimize your functions and work
according to feedback.
i) Measure progress against strategic priorities.
ii) Measure current functional effectiveness and maturity.
iii) Measure the function’s current maturity.
What to include in your 90-day plan.

25. 90day
• Make Broader Assessments
Analyze your company’s successes and failures, and
plan where to go from there.
i) Assess the organization’s culture.
ii) Assess current commercial performance in a
robust way.
iii) Evaluate sales talent and resources.
iv) Assess organizational structures, technologies,
and processes.
2. Create and Communicate Priorities
Strategize how to pursue your and your company’s
goals, using effective business practices.
i) Deliver a collective quick win related to an
enterprise strategic initiative.
ii) (Re)define operational and strategic priorities.
iii) Communicate your strategic priorities
3.Create and Adhere to a Measurement Plan
Prepare a measurement plan to optimize your
functions and work according to feedback.
i) Measure progress against strategic priorities.
ii) Measure current functional effectiveness and
maturity.
iii) Measure the function’s current maturity.
Evaluate, Experiment, and Emerge
as a Trusted Leader
60day
• Establish Relationship with Key
Stakeholders Enterprise-Wide
• Build Team Trust
• Develop Your Personal Brand
Analyze deeply and start
planning execution
30day
• Settle Down
• Clarify Mandate
• Define Role Effectiveness in New
Organization
Learn, Understand and Build
Your Knowledge
Summary:
3