![]() ![]() 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. If you are not familiar with 30/60/90-day transition plans, Gee's article offers an excellent overview. ![]()
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