30 60 90 Day Plan for New Managers

All right, this week, I’m going to be talking
about my strategies I use in my first 90 days as a leader in a new role, whether it be promoting
within the same company or be changing companies, you’re gonna learn a lot today that you can
use for that. Also, if you’re not in a leadership role,
the things I’m going to be teaching you, you can use it in your business, you can use it
in your life so make sure you stick around and watch. I’m Roman Ryder. On this channel, I teach you how to unlock
your powers and be the hero of your story. If you’re new to my channel, please click
below to subscribe. I put out new videos every week and you don’t
want to miss out. All right, so your first 30 days. If you’re new in the role, first 30 days is
all about communication. First of all, you got to get out and talk
to all your people but most importantly, in that first 30 days, you need to sit down with
your direct reports, whether it be supervisors, engineers, whatever it is that you do. You need to talk to your direct reports and
you’re gonna use something here. This is one for you people that aren’t leaders
that you’re gonna love. It’s called either the FORD Technique or the
FORM Technique, so F is for family, O is for occupation, R is for recreation, and D is
is for dreams or M is for money, depending on which way you learned it. So anyway, so you want to ask them questions
along those lines and get to know them. Take lots of notes, if they give you birthdays,
that type of thing, wives names, all that kind of stuff. For me, I like to put it in my cell phone. It’s in my calendar. I never miss anybody’s birthday, even people
that worked for me in the past because those relationships you build are important. They’re gonna be a part of your life, part
of your work family. So you want to keep in touch with them and
keep track of those things. Now the next thing I like to do is kind of
a mini version of a SWOT. I’ll get to what a SWOT is later, but we’re
gonna concentrate right now on the S and the W, strengths and weaknesses. So you want to find out what they consider
their strengths are and what they consider their weaknesses are. Here’s the thing. You don’t want to try and fix their weaknesses. What you’re looking for is what they enjoy
and what they feel they’re strong at. Down the road, you’re gonna be trying to find
ways to use those strengths to your advantage, to put them in roles that they enjoy, that
they excel at and will help your organization the most. All right, so once you get those things done,
you’re starting to get a feel for what’s going on. You’ve been talking to everybody. Now, remember one thing is that perception
is reality, so for all these people you’re talking to, whatever their perception is,
that’s reality. But it’s not necessarily your organization’s
reality. So keep that in mind. You want to take into consideration what they’re
telling you. Down the road, you might want to consider
addressing it in some way, but it may not be totally a truth. It may just be kind of their truth, so you
may shift some things around to kind of get rid of that perception. But it may just not be the true case. It may just kind of be what your organization
considers as true. So that’s kind of vague, but I don’t want
to go any into any details and some of the situations I’ve come across in the past because
I don’t want to hurt anybody’s feelings or anything like that. So anyway, so keep that in mind, so you’re
30 days in. What do you do? You need to make a small change. Some people like change. Some people don’t. Most people don’t, but it’s important about
30 days in to make some sort of change. Let everybody know you’re there. People are expecting you to make some changes,
so if you don’t make changes and they’re not happy with the current organization, they’re
gonna be like, “Hey, what’s going on? We’re waiting for this new guy to do something,
this new lady to do something.” So go ahead and make some sort of change,
especially if you can address something that you’ve heard multiple people complaining about
in that first 30 days because that can be a quick win. It’s gonna make you look good. It’s gonna make everybody feel better about
you being there and taking over their team, their organization. So now let’s get onto the next 60 days, so
obviously continue to communicate. I go out on a daily basis and I talk to people
because if you don’t know what’s wrong, you can’t fix it. But in that first 60 days, you need to start
really digging in to all the things you’re hearing. So if you’re hearing people complain about
this, that, and the other, if you’re seeing some issues possibly, this is your time to
start gathering facts, start asking the harder questions about those things. Take lots of notes, once again because you’re
gonna need them later and start to really dig in and find out what the current situation
is, what’s fiction, what’s fact, what’s the reality of this organization, and you’re gonna
start to kind of figure out where you want to head. Maybe at that 60 day part point, if there’s
anything else that comes up that you really feel like you need to address and change,
go ahead and make another small change or two. You don’t want to do anything just drastic
yet because you don’t necessarily have your team’s buy-in yet. So you want to get them on board. All right, so now onward to the 90-day point. Okay, so now it’s time to really sit down
with your team and go into that SWOT that I talked about before. So you’re looking at strengths, weaknesses,
opportunities, and threats. I give everybody a pad of stickies. If you can get one of those big sticky sheets
or wipe board or whatever you have to do, split it up into four quadrants, S, W, O,
T. Tell everybody to write down everything they
can think of on the stickies and put it where it goes, whether it be a strength, a weakness,
an opportunity, or threat. Then you want to try and figure out how you
can turn those weaknesses into strengths, how you can turn those threats into opportunities
and start to identify where your organization is going. You can also take those if you watch my Pareto
Principle a couple weeks ago. Go back and look at that video. I talk about how to do impact versus ease. You can take some of those things and throw
them on the Impact, Ease and start to figure out kind of maybe your top 10 things you wanna
to knock out this year kind of deal. The remainder of the year or whatever point
you’re at. All right, also another great thing to talk
about with your team is what your mission’s gonna be for your organization. If you need help with that, if you go to my
website, romanryder.com, there’s a free course there for finding your Why. I actually teach you how to kind of use that
to find your organization’s why and to make a vision or a mission statement. All right, so now, you should have a pretty
good idea of who’s in your organization, what their strengths and weaknesses are, get an
idea of what people’s concerns are in your organization, where the opportunities are. You identified those strengths, weaknesses,
opportunities, and threats. Maybe you’ve made some top 10 goals for the
year and hopefully, you’ve got a mission or vision statement. You’ve got your team’s buy-in. That’s what’s most important, right? Because you have to get people behind you
because you can’t do it by yourself. This is a team effort. It takes everybody to win, so now you’re ready
to get rolling and you’re through your first 90 days. So if this sounds good to you, one thing you
can do is look in the description below. I’m including a link to my new Facebook group
called The Hero Mastermind. This is gonna be an awesome place for us to
connect online and also for you to connect with other people that have the same kind
of interests as you as far as, hopefully, some people are into the same kind of pop
culture stuff as we are and also people that are looking to be the bard or the hero of
their workplace. I just want to connect with y’all and find
out what y’all need, how I can help you and help you grow and go along your journey to
become a hero. So if you liked this video, hit the Like button
below. Share it with your friends and don’t forget
to subscribe. Thanks for watching and I’ll see you in the
next video.

19 Replies to “30 60 90 Day Plan for New Managers

  1. These are really great tips on how to transition into a leadership role with a team. Especially how to leverage your teams strengths.

  2. Remember no one is going to do thing like you and you started out not knowing everything.

    It takes time some times months or longer depending on the job. 😫

    I look for passionate employees not just skills. I can train anyone willing to learn. 🙌

  3. I loved this breakdown! I especially like that you mentioned FORM. I learned this from a business coach, Dani Johnson a few years back. Well done!

  4. So glad I don't have to manage a team anymore lol. I would add to not overwhelm yourself and remember that you were picked to be a manager for a reason. Mindset it huge!

  5. Communication, listening being the most important part of it…. I love the FORD/M technicque…. build relationships. Thank you!

  6. I’m literally 30 secs into your video and SUBSCRIBED! Looking forward to more top tier info. Grabbing a pen and paper because you are sharing some great info here.

  7. Good stuff Roman. I’ve been in a leadership role for the same organization for 10 yrs. When I started looking for other opportunities this question occasionally came up at job interviews. Although I had many years of experience, this question caught me off guard! Your video is excellent and thorough.

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