- #Leadership 30 60 90 day plan for managers how to#
- #Leadership 30 60 90 day plan for managers professional#
#Leadership 30 60 90 day plan for managers how to#
Your job is to teach them what should be done and how to do it. The scope and responsibilities for the role usually isn’t well defined. This is especially true in a growth role at a startup or early-stage company.Īs the first growth hire, your company is hiring you as the expert. No matter how successful you’ve been in the past or how much experience you have - the first ninety days are critical for anyone switching jobs. The first ninety days are critical for your internal brand So rather than showing-up and figuring it out as you go, come in with a plan already in place so you can deliver value from day one. The framework was designed specifically for growth folks (Heads of Growth, Growth Marketers, and Growth Product Managers) working at fast paced startups and early stage companies but the principles and priorities will apply to larger organizations as well. Since then, I’ve shared it with other growth leaders, who have adapted it to their situations, and been successful as well. The plan helped me dive right into my new role.
#Leadership 30 60 90 day plan for managers professional#
I was hoping to find a framework, plan, roadmap, or document I could apply at new my gig, but I didn’t find much.Īfter chatting with my professional coach, I bought the book The First 90 Days, which is an incredible read, and used it to create an onboarding plan specifically for my situation.
I figured someone smarter than me must have thought about this before. It was like driving a car with both pedals pushed to the floor at the same time. At the same time, I didn’t want to step on anyone’s toes during my first few weeks before I understood the company culture and operating system. After I accepted the role, my brain started buzzing with ideas of all the things I wanted to do.
I was excited to put my stamp on the company and help them scale, but I wasn’t sure how to approach my first 90 days in a growth leadership role at a new startup. Then I was employee number 40 at Wistia, where I started and scaled the Growth Team, and later led the marketing efforts for their video marketing product.īut, when I accepted a new role as Head of Growth at Postscript, a YC company, back in November, I felt nervous to start over. I was one of the first 200 employees at HubSpot, back in 2011, and saw first hand what a rocket ship felt like from the inside. I’m addicted to the action and the energy. I’ve spent the majority of the last thirteen years working at startups.
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