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Starting a new role can be challenging, and the attempt to hit the ground running can lead to burnout. Having a solid plan for the first 90 days is crucial to ensure that you put your best foot forward and get a glowing appraisal from your line manager.
We think that 90 days is a good length of time to plan your strategy for success at work. Ninety days is roughly three months, which often equates to a probationary period in many firms. The first few months are your moment to shine and set the stage for the rest of your time at the company!
This is Part 1 of our First 90 Days Plan. Stay tuned for Part 2, which we will release for our followers next month.
Why having a 90-day plan is important for a new role
In an ideal scenario, your line manager will give you a clear structure and induction for your first day at work, but this doesn’t always happen. Especially for mid to senior-career roles, firms may expect you to bring your expertise and be proactive about how and where to get started.
With any new role, we suggest keeping two lists of (1) immediate priorities and (2) long-term goals. Few forget the first, but many are in danger of skipping over the second! Setting long-term goals is essential to ensure you continue looking out for the firm’s larger goals and aspirations. These goals are often less showy milestones. They might be caring for the organisation’s archives or encouraging better communication workflows, yet they are just as essential for running a business.
What to include in a 90-day plan
When you come to write your plan for the first three months in your new role, make sure you:
Identify the useful players in the firm: Who will you need to work with? Who might be an information gatekeeper? Note these names and see if you can arrange to meet them in both formal and informal settings. Going out for a coffee can’t be underestimated as a great way to keep in the know!
Understand the firm’s organisational goals: Take the first week to understand exactly what the firm wants, from its bottom line to its external branded appearance. Keep this in the back of your mind for each decision. Ask yourself: Will this decision impact the firm’s long-term goals?
Set realistic, measurable objectives: Remember the pains you took to meet the right people? Now’s the time to ask them for their input! What are the critical problems in your department that need solving? What could you do that might really help them? By finding out these problems, you can set clear objectives that will have a positive impact on the business.
How to forge relationships with colleagues, supervisors, and stakeholders
Forging solid relationships with the people you meet goes a long way in business. We recommend taking time to get to know your teammates before you put your head down. Practice active listening and show a genuine interest in their thoughts. Just waiting for your turn to speak will not win you any friends!
If you are too shy to ask for an informal coffee early on, ask if they can help you to understand the particulars of an upcoming project. People love to help, and you will be remembered as a gracious team player who can take advice. Alternatively, if you are in a firm with a stricter hierarchy, ask them if they are taking on mentees. Mentorships can be a great way to gain insight into a company early on.
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Keep your eyes peeled for Part 2 of our plan next month, and join in the conversation on our social channels LinkedIn and Instagram. What would you include in your First 90 Days Plan at work?