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Home Blog Business Crafting an Effective 30-60-90 Day Plan for Job Interviews: Examples + Templates

Crafting an Effective 30-60-90 Day Plan for Job Interviews: Examples + Templates

Some job interviews entail making or presenting a plan to show what can the new recruit offer the organization once he/she is hired. Depending upon the job title, there are various types of plans that one might require making such as perhaps a communications plan or project plan. However, the most common plan one might require making is a 30 60 90 day plan .

What is a 30 60 90 Day Plan?

Benefits for job applicants, benefits for employers, when to use a 30-60-90 day plan, key elements of a job interview 30-60-90 day plan, 30 days – learning phase, 60 days – evaluation phase, 90 days – optimize, start with an introduction, the first 30 days – learning goals, the first 60 days – initiative goals, the first 90 days – transformation goals, timeline & scorecard, make it readable, set smart goals, identify the company’s mission, meet the key stakeholders, be flexible.

Determine How You Will Measure Success

Mintzberg’s 5Ps

Addie model, final words, 30 60 90 day plan templates for powerpoint.

Some employers ask candidates to present a 30-60-90 day plan. This helps employers understand the candidate’s skills, ability to create and manage measurable goals, foresight and willingness to be accountable for his/her work. The plan includes a roadmap to how the candidate aims to learn, add value and play a transformational role within the organization.

Organizations usually expect candidates to not only put in an effort to understand and evaluate the organization, projects and working environment; but to also add value, optimize procedures and bring positive change.

Benefits of Creating a 30 60 90 Day Plan

Whether your employer has asked for a 30 60 90 day plan or you take one along without any prior request from the potential employer, there can be a number of benefits for making such a plan. Similarly, the employer can better screen candidates if they ask for a 30 60 90 day plan.

Clarity in Job Expectations

One of the benefits of making a 30 60 90 day plan is that it provides clarity regarding what you might want from the new job. Furthermore, by dwelling into specifics of the advertised job description, you can also better understand the nature of the job and what you might have to offer to your potential employer.

If you’re someone rather new in your career or at an intermediate stage, making 30 60 90 day plans when trying to move up the career ladder can also be a way to sharpen your skills. You can see it as a tool that improves performance and productivity in the long run.

Better Preparation for a Job Interview

By making a 30 60 90 day plan, you can better prepare for a job interview. Many candidates can make the mistake of not paying attention to the job descriptions for dozens of jobs they might apply for. Once they receive an interview call, it can be tempting to skip the fine details. This is where you can fail during a job interview. Many times, it’s not the tough questions that can ruin your job prospects but a simple question that you failed to prepare for.

A Reflection of Professionalism

Some job applications create a 30 60 90 day plan even if the employer has not asked for it. This shows intent and determination, where a potential candidate has taken the time to better understand the job role and provide practical suggestions. Such an approach can make your potential employer see that you aren’t coming in with a casual approach. It also reflects on your professionalism in a positive way and can help you score some extra points.

Helps Thoroughly Screen Candidates

Many candidates can be good at expressing their views but not all that good at implementing action plans. A 30 60 90 day plan template can help employers screen candidates more closely by analyzing the candidate’s capabilities and asking tough questions.

Enables Gauging the Experience of Candidates

When a potential candidate presents a 30 60 90 day plan , it’s not just a reflection of his/her ideas but also a reflection of the experience and expertise they bring along. Some candidates might be suitable based on their expertise and experience for the job compared to others. For example, when choosing between two candidates for social mobilization of rural communities, one might have experience working with large organizations, but the other candidate might be more suitable based on his/her expertise at the grassroots level. Such a distinction might mean the difference between someone who is more in touch with the environment he/she needs to work in compared to the other.

Can Help Attract Better Candidates

Arguably, asking for a 30 60 90 day plan can help weed out candidates with a casual approach who might not even want to put in the time to make such a plan. Such candidates might not even apply for the position, leaving room for better candidates.

30/60/90 plans are often required at the time of job interviews and after an employee joins an organization. Such a plan is a reflection of how the employee intends to move forward during the first 90 days at the job, including how he/she shall learn, adapt, and perform at the workplace.

To put it in a nutshell, you should create a 30 60 90 day plan when applying for a job and it is quite likely you will need one when starting your new job. However, as mentioned earlier, even if the employer hasn’t asked for one, you can always create and bring along such a plan, be it a simple document or PowerPoint presentation. This is because such a move will give you clarity in your job role, will help you plan better for the job interview, and might even help you win a few extra points.

We also recommend you to read: The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael D. Watkins to get some insight into how a 90 days plan can lead to success at the workplace. The book reflects upon leadership and career transitions. Joining a new job with a better salary and a few extra perks should not ideally be a goal. Negotiating with your new employer, moving up the career ladder, and ensuring success at the workplace requires leadership skills, your ability to bargain with your employer, team, and external stakeholders, is equally important.

How to Create a 30 60 90 Day Plan for a Job Interview?

If you have a job interview where you might require using a PowerPoint presentation to reveal your 30-60-90 day plan, you should focus on the key elements of the plan.

The key elements of a 30-60-90 day plan for a job interview entail understanding processes, people, procedures, products and competition, evaluating processes and provide an action plan for optimization and transformation within the organization.

The first 30 days entail the learning phase, where you must understand the processes, procedures, your team, product and the competition.

Process, People and Procedure

The first 30 days are to get acquainted with your new job. The objective is to understand the team, processes and procedures. Understanding how things work within the organization would be key to moving things forward. Many project managers can become disconnected from company processes and their own team, leading to bad decisions and subordinate resentment. During your job interview don’t try to show that you know everything, since everyone needs to learn about the new company before they can take meaningful steps.

Product and Competition

During the first 30 days you will also be required to understand the product or service, its key features, the clientele and how competitors might be a threat to it.

As evident from the aforementioned, the first 30 days, therefore, are all about learning the basics, followed by the next 30 days where you would move forward to the evaluation phase.

Evaluate Current Processes

The next 30 days (60 days) will include assessing current processes to understand how things work and to identify room for improvement. You might want to create a SWOT analysis to determine strengths, weaknesses, opportunities and threats. This will also help you allocate resources in the best possible manner to optimize your impact.

Evaluate Changes

Once you have evaluated processes, you now must try to evaluate grounds for bringing meaningful change. For example, you can identify cost-saving initiatives, methods for reducing waste, improving processes, lower per unit cost, etc. During this time, you would also be acquainted with the team (during the first 30 days) to determine what kind of change might be rational and what changes might lead to employee resentment and a possible backlash.

The next 30 days (90 days) would conclude 3 months, which is also usually the probation period for employees. This is the time when you need to deliver, or you might find yourself looking for a new job. If you set out with SMART goals, you should be fine during this time.

Initiate Action Plan

Based on your specific, measurable, attainable, realistic and time-bound (SMART) goals, you will require initiating your action plan. This will be a detailed plan with timelines and a scorecard to measure the success of your strategies.

Implement New Strategies and Procedures

During the last 30 days of the 30-60-90 day plan, you should start rolling out your new strategies and procedures. For example, a new process might be rolled out during this time or initiatives to cut costs and improve efficiency might be initiated.

Practical Example: How to Create a 30-60-90 Day Presentation for a Job Interview?

Now that we have discussed the basics of a 30-60-90 day plan, let’s take a look at how to create a 30-60-90 day plan example presentation to show your potential employer how you intend to add value and improve the processes, procedures, and project delivery.

There is no point jumping right into the topic. You should start with a brief introduction of the topic at hand and explain what the plan is about. This is the section of the presentation that starts with a brief explanation of the topic.

You should incorporate your goals within your presentation, starting with the learning phase or the first 30 days. You should briefly explain how you intend to learn about the processes, procedures, people and corporate culture, product or service and the competition to evaluate room for improvement. If you don’t have a lot of information regarding the organization, you can create sample goals based on hypothetical examples.

Many people can end up joining a job and thinking they have made a mistake. You need to have absolute clarity that the new job is something you are interested in, are looking to take the initiative to move forward with and can add value to the organization. Speak with clarity regarding your goals and if necessary, use hypothetical examples to give an example of what you might bring to the table.

You can also discuss strategies used by competitor organizations and even present a SWOT analysis in your presentation. Your information during this time might be limited regarding the organization, since you are unlikely to know specifics. But that’s alright, since employers expect the candidate to put in an effort in their plan and not know everything regarding the organization at the time of the job interview.

Based on the learning phase (first 30 days), you must set goals for taking initiative. As mentioned earlier, this is the evaluation phase where you would look for bringing changes to processes, procedures and perhaps team orientation to set out an outline for what might be rationally achievable. You can set SMART goals with indicators in the form of a scorecard for this purpose.

This part of your First 90 Days in a New Job presentation will focus on the change you intend to bring and the way you ensure it. You can explain how you intend to integrate your team with your organizational mission, vision, core values and bring improvement to existing processes, procedures and methods. You can also refer to a SWOT analysis to explain how your methods might be the right way forward for the organization. For example, in case the company is facing declining sales, you can incorporate a plan for improving market share, competing more effectively against competitors who pose a threat to the business and how you intend to capitalize on available opportunities (e.g. brand goodwill or making better use of existing marketing resources).

Make sure that you incorporate a timeline and scorecard in your 30-60-90-day presentation. This will allow your potential employer to assess your capability of organizing your goals and get an overview of what your plan might look like at a glance. The scorecard will enable you to show how you intend to measure success and achieve your goals. This will help give a positive impression regarding your capabilities and clear out any possible confusion that your audience might have regarding your plan.

Tips for Making Your First 90 Days in a New Job Presentation

Making a plan for your first 90 days in a new job presentation is too complicated might confuse your potential employer. One of the key aspects of making a robust 90 days plan is that it should be easy to understand. Try to keep the layout of the plan easy enough for your audience to understand and pay special emphasis on legibility. If it’s a document, use standard fonts. If you need to present your plan, do away with flashy templates and over-the-top animations and try to keep the layout easy to read and simple enough to present. And of course, avoid death by PowerPoint.

It goes without saying that the goals you set out should be SMART, i.e. specific, measurable, achievable, realistic, and time-bound. You can analyze your goals once your plan is complete to ensure that they comply with SMART goals . Since this is a 90 days plan, you should try to focus on goals that are based primarily on the first 90 days, even if you plan to discuss a few long-term goals. You can also use a template that can help you easily layout your plan in the form of PowerPoint slides. For more information, we also recommend our section of SMART goals templates .

To create a 30/60/90 plan that is well received, you should ensure that your plan is in line with the company’s vision and mission. You can do a bit of research regarding that prior to your job interview. If you are making a plan after being hired, it is even more critical to ensure you don’t make a plan that can end up colliding with the corporate culture of the organization. To ensure this, you need to better understand the vision and mission statements of the company and any other frameworks they might have in place related to them.

While it’s unlikely that you will be able to meet the key stakeholders at the time of the job interview, when making a 90 days plan after joining a job, you can meet the key stakeholders to help refine your plan. This would include both internal and external stakeholders such as peers, senior management, line managers, vendors, partner organizations, etc.

While you might think you have a robust 30 60 90 day plan. It isn’t necessarily going to be perfect for your potential employer. You need to leave room for flexibility and adapt to potential challenges and suggested changes. Be it at a job interview or when making a plan after being hired, you need to ensure your plan isn’t rigid and can be adapted to unforeseen circumstances.

Determine How You Will Measure Success Example

To measure success, you will require adding a few KPIs (Key Performance Indicators). For example, if you are hired as a communications expert in the development sector, you will be required to elaborate upon how you can use digital technology to benefit the organization. Are you looking to overhaul the company’s social media presence? Are you looking to change the website design of the company website with a responsive UI? Do you plan to reach a specific number of targeted beneficiaries under a human development program using digital technology? Your KPIs should be in line with your SMART goals and should be realistically achievable during the laid-out timeline.

Alternatives to 30-60-90 Day Plans

There are a few alternatives to the 30-60-90 day plan. Let’s briefly take a look at a few 30-60-90 day alternatives.

Mintzberg 5Ps have been around since 1987. These 5Ps were the brainchild of Henry Mintzberg and include; Plan, Ploy, Pattern, Position and Perspective. These 5Ps serve as a roadmap for making a business strategy to make the most out of an organization’s strengths.

ADDIE stands for Analysis, Design, Development, Implementation, and Evaluation. Being an Instructional Systems Design framework, the ADDIE model is used by instructional designers and training developers for developing courses.

Source: ADDIE Model PowerPoint template by SlideModel

The GROW Model is used by executive coaches. The model is meant for setting goals and problem-solving . The model can be understood simply by its name, which stands for Goal, Reality, Obstacles, Options and Way Forward.

Even if you are not asked to bring a 30-60-90 day plan, it might not be a bad idea to bring along one to improve your chances of scoring a job. A 30-60-90 day plan is essentially meant to assess the capabilities of a potential employee and what change he/she might bring to an organization. When making such a plan for a job interview, you should gather as much information regarding the organization as possible. You should also look into competitors, weaknesses in procedures, financial outlook of the organization, etc. This information is usually available on the organization’s website, via news articles and from companies dealing with trends related to the industry.

Your 30-60-90 day plan needs to be rational, with SMART goals and measurable success. You should not jump to conclusions but rather focus on rational approaches which might be implemented should you get the job. You should also account for aspects like a rigid corporate culture, possible non-cooperation of coworkers and procedures which might make it hard to implement your goals. In such a case you can mention pre-conditions for your 30-60-90 day plan to be successful. This is because many such plans can fail due to the bad working environment prevalent in particularly large organizations, where petty politics and slow procedures can be the bane of newly hired employees looking to implement strategies which might otherwise look rational.

If you are looking to create a professional plan for your new job interview, check out our 30 60 90 Day Plan Templates .

1. Free 30 60 90 Day Plan PowerPoint Template

Free 30 60 90 Day Plan PowerPoint Template is a 3-slide presentation for planning presentations. You can utilize slides of 30, 60, and 90 days planning to visualize goals and set realistic deadlines. Together, you can present a strategy for success in the first 90 days on job or a new project.

Use This Template

2. 30-60-90 Days Plan PowerPoint Template

This is our most popular 30 60 90 Day Plan Template for PowerPoint, the most recognized by jobseekers and expected by employers. This is a powerful tool in the final stages of a job interview process.

3. Simple 30 60 90 Day PowerPoint Template

The Simple 30-60-90 Day Plan Template for PowerPoint is an infographic layout of business and management concepts. This tool helps recruitment officers to analyze candidate’s interpersonal skills, clear understanding of job descriptions, and passion for work.

4. 100-Day Plan PowerPoint Template

The 100-Day Plan Template is a timeline and planning presentation. This template includes 5 slides of colorful diagram design. This template also includes a Gantt chart format of time scheduling for management plans.

5. 30-60-90 Day Planning Template for PowerPoint

The 30-60-90 Day Planning Template for PowerPoint is a strategy and planning concept presentation. The timeline of days is represented by a blue ruler shape containing entries of days instead of centimeters. The circular shapes give an effect of a magnifying glass on 30 – 60 – 90 day milestones.

6. 30-60-90-120 Day Plan Slides for PowerPoint

The 30-60-90-120 Day Plan Slides for PowerPoint is a tabular layout to present an action plan in any managerial capacity. It is a one-step further to 30-60-90 day plan to map project goals and deliverables within four milestones, including the 120 day plan option.

7. 30-60-90 Day Plan Slides for PowerPoint

The 30-60-90 Day Plan Slides for PowerPoint is a business planning template to map out main goals. In terms of 30, 60, and 90 days, you can highlight the deliverable of a project, operation, or job. Business owners, startups, and entrepreneurs use a 30-60-90 day roadmap template to highlight the company’s course of action.

8. 90 Day Plan Template Slides for PowerPoint

The 90 Day Plan Template Slides for PowerPoint illustrate a line gauge of tens. It is a timeline & planning PowerPoint template for all types of industry strategies. The concept can be applied to projects for organizing and prioritizing processes.

9. 90-Day Plan PowerPoint Template

The 90-Day Plan PowerPoint Template is a planning presentation tool used by business professionals. This template lets users personalize their 30-60-90 days plan of success for executive meetings. New managers and leaders use the 90-day plan template to showcase their first 30, 60, 90 days plan on a new job.

10. 30-60-90 Day Planning PowerPoint Template

This 30 60 90 day plan template is a clear example of how to generate a planning in three simple steps. This template is 100% editable, allowing the user to customize the content and visual appearance.

11. 30 60 90 Days Plan Timeline Template

The 30 60 90 Days Plan Timeline Template is a very useful template for project management. It will allow you to present your 30 60 90 day plan with a weekly planning of each task and a specific Gantt chart generating a clear roadmap.

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The Best 30-60-90 Day Plan for Your New Job [Template + Example]

Published: December 06, 2023

I remember my first day at HubSpot. I was so nervous and had a million concerns swimming around in my head.

A man organizes sticky notes in front of a calendar as he maps out a 30-60-90 Day Plan

Will I adapt to my new job? How long will it take for me to get the hang of things? Can I manage the workload and maintain a good rapport with my coworkers?

Fortunately, my outstanding manager at the time prepared a comprehensive checklist to be completed over a few months, and it helped me slowly but steadily adapt to HubSpot. Fast forward a few years, and I'm a rockstar at my job.

The checklist was called a 100-day checklist, but it followed the rhythm of a typical 30-60-90 Day Plan.

A 30-60-90 Day Plan, or something similar, is imperative to the success of a new employee as it helps them set and reach attainable goals and acclimate to their new position.

To help set your new employee, or yourself, up for success, here's what you need to know about crafting the best 30-60-90 Day Plan.

30-60-90 Day Plan

A 30-60-90 day plan lays out a clear course of action for a new employee during the first 30, 60, and 90 days of their new job. By setting concrete goals and a vision for one's abilities at each stage of the plan, you can make the transition into a new organization smooth and empowering.

Learning the nuances of your new role in less than three months won't be easy. But crafting a strong 30-60-90 day plan is your best bet for accelerating your development and adapting to your new work environment as quickly as possible.

You‘d write a 30-60-90 day plan in two situations: during the final stages of an interview and the first week of the job. Here’s how each type can be executed:

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30-60-90 Day Plan for Interview

Some hiring managers ask candidates to think about and explain their potential 30-60-90 day plan as a new hire.

As a candidate, this would sometimes confuse me in the past, but I now understand they just want to see if a potential hire can organize their time, prioritize the tasks they likely take, and strategize an approach to the job description.

For a new hire, a well-thought-out 30-60-90 day plan is a great way to help the hiring manager visualize you in the role and differentiate yourself from all other candidates.

But how can you outline your goals before accepting a new job? How are you supposed to know what those goals are? I've found that starting with the job description is an excellent stepping stone.

Typically, open job listings have separate sections for a job‘s responsibilities and a job’s qualifications. Work to find commonalities in these two sections and how you might turn them into goals for yourself.

Then, stagger those goals over three months.

For example, let‘s say a job requires three years of experience in Google Analytics, and the responsibilities include tracking the company’s website performance every month.

I would use these points to develop an action plan explaining how:

I‘ll learn the company’s key performance metrics (first 30 days)
Strengthen the company's performance in these metrics (next 30 days)
Lead the team toward a better Google Analytics strategy (last 30 days)

30-60-90 Day Plan for New Job

The second situation where you‘d write a 30-60-90 day plan is during the first week of a new job, which I highly recommend whether you’re a new employee or a manager working with a new hire.

If you're the hiring manager, this plan will allow you to learn how the new employee operates, address their concerns or preconceived notions about the role, and ultimately help them succeed.

If you‘re starting a new job and are not asked to craft a 30-60-90 day plan during the first week of that job, it’s still a good idea to write one for yourself.

A new position can feel like a completely foreign environment during the first few months, and having a plan in place can make it feel more like home.

Even though 90 days is the standard grace period for new employees to learn the ropes, it's also the best time to make a great first impression.

How long should a 30-60-90 day plan be?

While there's no set length for a 30-60-90 day plan, it should include information about onboarding and training, set goals that you're expected to hit by the end of each phase, and all the people to meet and resources to review in support of those goals. This can result in a document that's 3-8 pages long, depending on formatting.

The purpose of your plan is to help you transition into your new role, but it should also be a catalyst for your career development.

Instead of just guiding you over your job's learning curve, the goals outlined in your plan should push you to perform up to your potential and raise the bar for success at every stage.

HubSpot's Senior Manager of Content (and my former manager) Meg Prater suggests having a solid template for your plan that allows it to evolve.

“Anytime I onboard someone, I review all training docs and ensure they're up to date,” she says. “I also ask for feedback from the folks on the team who have most recently been onboarded. What did they like? What didn't work for them?”

She also says moving the plan to a more interactive platform proved to be helpful to new employees.

“One of the most helpful shifts we've made recently is moving our 30-60-90 plan (or 100-Days Plan) from a static Google Doc to Asana,” she says. “The plan is organized by week, and each task contains relevant readings and links. It's much easier for folks to move through, and it gives me better insight into where folks are in the plan.”

Meg onboarded me when I started at HubSpot, and I can confirm that my checklist in Asana was a game-changer because it helped me stay on task and visually track my progress.

The checklist below isn‘t mine, but it’s one she set up and follows the same format as the one she created for me.

Free 30/60/90 Day Onboarding Template

Fill out the form to get the template., parts of a 30-60-90 day plan.

An effective 30-60-90 day plan consists of three extensive phases — one for days 1-30, one for days 31-60, and one for days 61-90.

Each phase has its own goal. For example, the goal in the first 30 days is to learn as much as possible about your new job.

The following 30 focus on using learned skills to contribute, and the last 30 are about demonstrating skill mastery with metrics and taking the lead on new challenges.

Each phase also contains components that help define goals and describe desired outcomes. These parts include:

The primer is a general overview of what you hope to achieve during the current 30-day period.

I prefer sitting down with my manager to pinpoint a primer that aligns with my goals and desired company outcomes, and I encourage you to do the same.

This ensures you and your manager are on the same page about expectations early on in your journey with the company.

The theme is a quick-hitter sentence or statement summarizing your goals for the period. For example, your theme might be “find new opportunities”, “take initiative,” or “be a sponge.”

Learning Goals

Learning goals focus on skills you want to learn or improve to drive better outcomes at your job. For example, if you're responsible for creating website content at your company, you should learn new HTML or CSS skills .

At the start of my career with HubSpot, some marketing trends and jargon were unfamiliar, and I wasn‘t used to the company’s writing style.

As a result, my learning goals as a new blogger were to become more well-versed in marketing and to adapt to HubSpot's writing style.

Performance Goals

Performance goals speak to specific metrics that demonstrate improvement. These include making one more weekly content post or reducing the revisions management requires.

For example, I was only writing one article per week when I started HubSpot, but it was my performance goal to be able to write multiple articles by the end of 30 days.

Initiative Goals

Initiative goals are about thinking outside the box to discover other ways you can contribute. This might mean asking your manager about taking ownership of new website changes or upgrades with a specific deadline in mind.

Personal Goals

Personal goals focus on company culture — are there ways you can improve relationships with your team members or demonstrate your willingness to contribute?

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The First 30 Days: What to Do at the Start of a New Job

So, you have secured a new job and you are ready to begin working. Starting a new position can be an exciting yet stressful time. Not only are you learning new systems and processes, getting to know new people, and navigating your way around a virtual workspace, but this is also the time where the experience and skills you sold to your new employer in the interview are expected to have an impact.

The first 90 days are crucial. You are still being assessed on whether you are a good fit for the job and, depending on your role, it is often expected that you will hit the ground running in terms of implementing change and driving improved processes or results.

To ensure you impress when you start a new role, whether you are working remotely or on-site, we have put together a customizable template for planning the first 30, 60, and 90 days in your new role.

Here is a guide to utilizing our template and planning your first 30 days.

The First 30 Days Plan

Step 1. check in with your manager .

It is essential to have a meeting with your manager when you first start your role. While in the current landscape this is likely to be virtual, this is the time for you to get a better understanding of the business and how your role fits in with the overall priorities of the team. Be sure to ask about any upcoming projects you might be involved with, discuss your goals, and establish what outputs are expected from you over the first three months. 

Step 2. Establish Your Priorities

To ensure you can get acclimated and make tracks in the business, it is key you identify and fully understand the business’ priorities and how your role supports them. When first starting, particularly if you are operating remotely, this might simply be ensuring you have access to and can acquire all of the equipment you might need in the role. 

Step 3. Plan the Actions You Need to Take

In the first month, we suggest you meet with your manager to discuss these priorities and get an overview of all projects you are going to be involved in. Following this, be sure to meet with any colleagues who you will be working with to get a better understanding of how you will work together. As you learn more about the ongoing and upcoming projects, everyone’s roles and responsibilities, and your place in the team, you should be able to identify areas where you can add real value identify changes you can make quickly that will have a positive impact. The more you meet with your colleagues, the faster you will get to know the team dynamics and culture within the office, which is key for building strong professional relationships early. Find out who is who quickly, and schedule informal catch ups to get to know your team. 

Step 4. Determine Your Deliverables

Analyze your current situation. Do you see any existing or potential problems, you can influence or that you can contribute to solving? Based on these observations, create a list of your key deliverables to resolve these issues and highlight any opportunities for you to make a positive change within the team. Use these deliverables to build a plan for your first 30 days. Create steps to achieve them, set delivery dates, and create milestones to help track your progress.

Step 5. Identify Your Development Needs

As a new starter, you may need extra training or guidance when it comes to the specifics of the business. Key areas to consider when you first start include the marketplace your business operates within, the current customers and target audiences, the products and services being delivered, and key systems and processes for your role. See below for a blank copy of our 30 days plan for you to plot for success in your new role.

Download our First 30 Day Plan here

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How to Write a 30-60-90 Day Plan (2024 Guide)

What Is a 30 60 90 Plan?

When should i make a 30-60-90 day plan, why is a 30-60-90 day plans important, how to write a 30-60-90 day plan: tips for 2024, long-term goals, final thoughts, how to write a 30-60-90 day plan (2024 guide).

Updated January 10, 2024

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If you are about to start a new job or are preparing for an interview a 30-60-90 day plan will help you on your route to success.

The 30-60-90 plan is a document that outlines your first 30, 60 and 90 days in a new job.

It should detail everything you want to achieve in your first three months of employment and the SMART goals to facilitate this.

If done correctly, this plan will help make a good first impression, for it shows your employer or recruiter that you are motivated, dedicated and have taken the time to learn about the company.

For those wanting to freelance or register as self-employed , a 30-60-90 day plan gives you focus, and a solid route to success.

If you are new to career planning , creating a 30-60-90 day plan could seem complicated and unnecessary.

However, creating goals and actionable steps is proven to help you reach success more efficiently.

This article will instruct you on creating the best plan for you, with examples to get you started.

The purpose of a 30-60-90 plan is to set the groundwork for career advancement.

You should make:

30-60-90 Day Plan for Interview: In the final stages of your interview process 30-60-90 Day Plan for New Job: In the first week at your new job

Showing your plan in the last stages of the interview process separates you from the rest of the candidates.

It shows you are serious about your career and have the skills to develop a strategy.

The one you create during your initiation week will be similar to what you showed at your interview.

The only difference is that you will now have to deliver on what you have committed to.

30-60-90 day plans are not just useful for recruitment and impressing your new employer. These plans can also be used:

For project management
After performance reviews
To help with personal development

30-60-90 day plans offer many benefits, including:

Defining your priorities
Creating a clear focus for the next three months
Facilitating a smooth integration into your new company and role
Showing you are capable of self-management skills
Indicating that you are worthy of investment
Highlighting the areas you need to improve

What Should a 30-60-90 Day Plan Include?

In each section of your 30-60-90 day plan, you will have four main elements:

Your specific focus
The top priorities
SMART goals
The metrics you will measure your success

Your focus for each month will be different, and depending on the success or failure of the previous month, you may need to change the next focus for the next month.

Usually, in month one, you will focus on learning about your role, getting to know your team, and understanding company policies and procedures.

Month two is more about contributing, planning and developing skill sets .

Month three is about the execution and preparing yourself for the next stage.

Top Priorities

Once you have established your main focus for the month, you need to outline your priorities.

These should be more specific than your focuses and less specific than your SMART goals.

For example, in your first month, your focus could be to learn the company's policies and procedures.

Depending on your job role, a priority may be to learn the internal processes first.

A priority for the second month could be to begin working independently.

A third-month priority may be to present a solution to a problem the company is currently facing and prepare for your performance review.

SMART Goals

Goal-setting is your roadmap to achieving your priorities.

For your 30-60-90 plan, you want to focus on short-term goals .

These are the small steps you take that make achieving success easier.

Every goal should follow the SMART acronym, meaning they should be:

You are not limited to one goal; however, you also should not overwhelm yourself.

You can also add goals later if you feel you need to adjust your direction or have completed the ones you already set.

Your goals should also cover all areas of personal and professional development, so try to write goals for the following categories:

Learning goals – The knowledge and skills you need to develop to be successful.
Performance goals – Concrete things you want to complete, such as workshops and daily targets.
Personal goals – The relationships you want to develop, how you want to be viewed by your colleagues.

Measurement is part of your SMART goal acronym; however, it should be highlighted as your final section to give you a clear indication of when you have achieved something.

A metric could be a specific date, value, a completed task or time spent doing something. Basically, anything that allows you to track your success.

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Before writing your 30-60-90 day plan, consider the following:

Step 1 . Know Your Why

Before you make your plan, you need to know why you are making it.

Your reasons could be:

For you and your manager to understand each other better
So you get the support you need
To make the most out of your employment
To facilitate your career strategy

Step 2 . Understand Your Role

Use the job description to help you understand what exactly you are being hired to do.

Your employment needs to benefit the employer so ensure that your priorities and goals feed into your job description.

Step 3 . Ask the Unpleasant Questions

In interviews and at the beginning of our employment, we tend to shy away from questions about money and promotions .

No one wants to seem ungrateful or that they are overstepping.

However, if you do not ask, you will not know what a realistic goal is.

Try wording your questions like:

”What is the typical or average time for a promotion?"
”How often do promotions come up?"
”What is the typical route to getting a promotion?"

If your goal is to get a promotion fast , you need to know what time frame you are working with.

There is nothing wrong with being curious, and your manager may appreciate your enthusiasm.

Step 4 . Get to Know Your Colleagues

Gaining the trust of your colleagues will help you understand the company quicker.

As you and your colleagues get to know each other, they will share their experiences at the company: which managers are friendly, how often promotions come up and what they have done in their own career development.

All this information will help you gauge what goals you can achieve and how.

Step 5 . Accept That You Will Have to Be Flexible

Many external factors can affect your plan, from pandemics to restructuring to technological advancements.

Be prepared that you may need to make adjustments and that things may take longer than you want.

Step 6 . Try to Create Your Plan With Your Manager

Creating your plan in the first week of your employment with your manager is the ideal scenario.

It allows both of you to get clear on expectations, responsibilities and time frames.

Do not hesitate to broach the topic first, as it may not be something they actively do.

Your manager might not be used to having a proactive employee and will be impressed by your initiative.

Alternatively, they may not be a supportive manager. In this case, gather as much information as you can and create your own plan.

It is important to note that if your manager is not forthcoming with feedback or wanting to develop a plan with you, you may be working in a hostile environment.

One of your priorities could then be to initiate a change in the company or learn all you can from them and look for another job.

Step 7 . Decide What Success Looks Like

Everyone has a different definition of success.

For some, it is being the top salesperson and making the most money.

For others, it is getting control of their personal finance and being content in their professional and personal life.

Before setting your goals, decide how you are going to define and measure your success.

How to Create a 30-60-90 Day Plan With Examples for 2024

There is no definitive way to write a 30-60-90 plan. You need to include specific things, but the process and format are whatever works for you.

You may want to start chronologically, deciding what comes first and ending with your 90-day goals.

Alternatively, you can work backward.

To use this method, visualize where you want to be in three months and work your way back to the present day, making a note of all the steps you need to take.

If you have practiced law of attraction you will know that visualizing what you want to achieve is an essential part of getting there.

Depending on your job role and industry, your priorities and goals will be different.

A salesperson will have a very different plan to someone working in marketing, who will have a different plan to someone working in healthcare.

The following examples are general focuses, priorities and goals that could be applied to almost everyone.

However, your plan should be specific and personal to you.

Example of a 30-Day Plan

Focus: Settling in and getting to know my new surroundings. Priorities: Learn the essentials of my role, learn who my team members are and the company culture. Understand the expectations of my manager and how the internal processes work. Learning goals: Gain access to all accounts I need to do my job and familiarize myself by the end of week one. Metric: Task completed Read all materials available to me regarding internal processes and procedures, and ask my manager for additional recommendations by day 15. Metric: Reading completed Shadow a colleague to familiarize myself with the workday and workflow by the end of day 7. Metric: Successfully spent the day shadowing. Make notes of company culture , including how breaks and lunches are assigned/taken, how feedback is given, who seems approachable and the favored communication techniques and language used by day 21. Metric: Confident understanding of company culture. Performance goals: Complete three tasks or responsibilities without supervision or guidance by day 14. Metric: Completed a task/made a sale/contacted three clients. Arrange a meeting with my manager to get constructive feedback and new targets by day 21. Metric: Meeting confirmed. Personal goals: Introduce myself to all team members and learn about their roles in the company and something about their personality by day 30. Metric: Task completed.

Example of a 60-Day Plan

Focus: Actively start contributing. Priorities: Independently perform my role at full capacity and begin to assess if and how things can be improved. Learning goals: Attend any workshops or webinars that will help me understand my job role better, and ask my manager for any recommendations by day 50. Metric: Three workshops or webinars attended. Familiarize myself with external policies, procedures, and software to see if anything can be improved by day 60. Metric: Reading completed. Performance goals: Complete a whole week in my role without supervision or guidance by day 60. Metric: Task completed. Arrange a meeting with my manager for feedback and new targets by day 60. Metric: Meeting confirmed. Personal goals: Complete two courses in my own time, such as free online courses to develop new skills that will benefit me and my role. Metric: Two courses completed. Schedule an informal meeting with a colleague I have not yet had the chance to talk with by day 45. Metric: Task completed.

Example of a 90-Day Plan

Focus: Taking initiative and establishing my position in the company. Priorities: Explore small ways to demonstrate leadership skills and improve productivity. Explore options, goals and priorities for the next nine months. Learning goals: Analyze my current performance to see which areas I am strong in and which need developing by day 90. Metric: Task completed. Assess what responsibilities I enjoy, which ones I do not, and if my targets are realistic or need reassessing by day 90. Metric: Task completed. Performance goals: Develop an idea, procedure or initiative to lead and pitch it to my manager by day 90. Metric: Idea pitched. Perform tasks at a higher level by generating more sales/income/press coverage by day 80. Metric: Personal targets met. Arrange a meeting with my manager to evaluate my first three months and decide the next steps together by day 90. Metric: Meeting done, new targets discussed. Personal goals: Take advantage of employee benefits and get involved with the company personally by joining a company-sponsored team or corporate volunteer day by day 70. Metric: Task completed

This section is not part of the 30-60-90 day plan; however, knowing your long-term goals is very beneficial.

You do not have to write them in the same way as the monthly plans.

Instead, you can write a list of what you hope to achieve in the future and by when.

Examples of long-term career goals are:

Gain a promotion within three years of joining
Get management experience by the end of 2022
Establish myself as a thought leader by 2025

Your long-term career goals can be as ambitious as you want them to be. But having them written down and using them to influence your goals and priorities will help you achieve them.

Writing a 30-60-90 day plan is a gift you are giving to your future self.

It helps you focus, keeps you motivated and prevents you from getting complacent.

For the employer, showing your plan indicates you are keen to make an impression, have initiative, and are capable of formulating a strategy.

Try using these plans continuously in your career and personal life to ensure you reach your full potential.

You might also be interested in these other Wikijob articles:

Or explore the Jobs & Careers / Career Planning sections.

How to Give an Interview Presentation That'll Convince the Entire Room You're the One

As your career advances , you’ll find that closing that final interview with a bang and subsequently getting an offer takes more than strong answers, recognition of a good fit, and great chemistry with the hiring team.

In fact, for many higher-level jobs, you can probably expect to present some of your intellectual property. This is an opportunity for your future leadership team to see what they’ll really be getting if they hire you.

One smart way to differentiate yourself as a candidate is by developing a solid 90-day plan if you’re asked to present something in your final interview. This is an opportunity for you to articulate how you’ll show up to solve the problems the employer is hiring you to manage.

A 90-day plan shows the employer three key things: your understanding of the mission for which you’re being hired, evidence that you have the goods to make your manager look like a rock star for hiring you, and your ability to plan and execute quickly to make an impact for best results.

As you move up and your title changes, your time to deliver results is intensely scrutinized, and at a more accelerated rate. The truth is, you’ll have approximately 90 days to prove you’re an asset to the company. With that said, here’s what employers are looking for:

1. Clear Priorities

After an in-depth interview or two, you should have a very clear idea of the specific things you’ll be expected to deliver and how hot each issue is. You want to learn the pain points that are keeping the employer up at night.

Based on the interviews you’ve had, the research you’ve done, and the questions you’ve asked, you should be able to smoothly articulate the most important issues and priorities that you’ll address in the first 90 days.

2. SMART Actions

As you build your presentation out, you’ll want to include specific tasks you plan to accomplish and in what timeframe along with what people or resources you expect to need in order to make those things happen. Use the SMART acronym: Set goals that are specific, measureable, attainable, realistic, and time-bound. No time like the 90-day plan for that. And all of your actions should tie back to the priorities you’ve identified in the first step.

3. Well-Defined Success Measures

One benefit of creating this timeline is that it gives you the opportunity to set the definition of success as early as possible. You and your manager must align on that, or there’ll be tension. After all, you don’t want a to build a plan that delivers success in the form of improving time to market the latest app, when your future boss thinks success is doubling the revenue in six months. Make sure you have a very clear understanding of the company's wants and needs and have your goals reflect that knowledge.

4. Quantifiable Impact Measures

List specifically how you want to measure the success of your actions. And make sure you’re aligned with your boss and the organization on what that looks like.

You can also include a test for the “so what” factor in your presentation. The real measure of your work is the impact it has on the organization. As a result of the actions you’re outlining, do you anticipate sales increasing by X%? Expenses being reduced by Y%? Resolving a hiccup in the manufacturing process that saves $X per quarter?

An action without impact is a task. As you identify your specific action strategies, and how you’ll measure success, make sure you also tie it to the impact that action will have on the organization. Ask yourself, “How will the organization be better when I deliver on these outcomes?” and then show that!

5. Scorecard

An essential part of any 90-day plan is building a report out. As you put your thoughts to paper, be sure to include the summary of actions, progress, and updates your manager will see each week. Design your report out in an easy to follow summary you can update each week. Think of it as a mini billboard of your accomplishments.

When you do, you’ll be building a visual story of your pathway to success, enabling your future manager to easily share your success with higher ups, and report on what an awesome hire she’s made. And what boss doesn’t want to get high fived for that?

You don’t have to be in a VP or C-level interview to use this great technique for differentiating yourself from the competition. I encourage clients in even the early stages of their careers to think about how they would approach a new position, what their plan would be. If you can find an opportunity to show the hiring manager how you organize your thoughts, and how you’d develop a strategy for approaching the new position, you’ll give yourself an edge over the other candidates.

Whatever level job you’re applying for, it’s smart to think about how you’d make an impact in the first 90 days. Be aggressive but realistic about how you’d get quick wins, and address pain points you’re aware the employer needs your help with. This approach goes above and beyond the standard interview Q&A.

Photo of interview presentation courtesy of Jetta productions/Getty Images.

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What to do in the first 30 days of your new job

Focus on learning and absorbing everything you can before making changes to processes or systems
Demonstrate a positive can-do attitude in everything you do to highlight that you're a team player
Prepare a short speech detailing your background, most recent role and what you've been hired to do
Make an effort to get to know everyone on a social level.

Your first day in a new job is always daunting. No matter how many you’ve experienced throughout your career, chances are it’s the one day in your role you’ll remember most.

In turn, your first month as a whole will be crucial to your development and success. It’s imperative you make the most of this time.

Here’s how to implement the first stage of your three-month plan .

1. Listen and learn

Take notes, soak everything up and ask questions. No one expects you to arrive equipped with all the answers.

Think about the impression you need and want to make in the new role.

Be curious. Question why things are done in that way, but also observe and absorb. It may be beneficial to take notes of the things you’ll seek to change in due course.

And crucially, avoid challenging systems and processes until you have all the facts.

2. Learn the technical aspects of the role

Make sure you attend all appropriate company training and orientation programmes, ensuring you get to grips with vital corporate systems and master product knowledge. This is all key in helping you to hit the ground running and setting the right tone for the months ahead.

3. Be positive

In the early stages of your appointment, demonstrating significant value may prove challenging. At least while so many of your efforts are dedicated exclusively to learning about the company (and potentially even the industry as whole).

One powerful way of making a positive impact is through your enthusiasm and work ethic. Ensure these traits are evident.

Exhibit the right amount of enthusiasm with an upbeat, can-do attitude and people will be quicker to warm to you.

Having progressed to a business critical role, ensure you demonstrate the appropriate level of commitment. Don’t work long hours merely for the sake of appearances, but supporting your team if they are working late will show them you’re supportive, you’re hard-working and you’re a genuine leader.

4. Perfect your elevator pitch

You'll meet plenty of people on your first day, the majority of which will ask you the same questions.

Prepare a 30-second overview about who you are, what you’ll be responsible for in your new position and where you were before.

Many of your new colleagues may not fully understand what your role entails. If you have this prepared in advance, it'll be easier for you to explain but also easier for them to take in. This will ensure a consistent message throughout - no matter who happens to strike up a conversation with you.

5. Integrate

Saying yes shouldn't be reserved for just work-specific activities.

If your colleagues ask you out for lunch on your first day or drinks after work, you should most definitely accept.

Make yourself available, particularly within the first few months of your role. Getting to know your colleagues on a more personal level from the get-go will prove invaluable within the business.

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Roadmap to the First 30 Days as a New Manager: 14 Things to do

What should a manager do in the first 30 days, understand your team, establish your presence, connect with your team, plan your managerial journey, 5 mistakes managers should avoid in the first 30 days, frequently asked questions.

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First, planning for the first 30 days helps you navigate the new environment much more quickly. Rather than being lost amid novelty, you can focus on the central issues and start on a positive note.
Second, a plan helps you set the tone for your management and leadership style. As a result, your team members also understand what they can expect and adapt accordingly.
Third, planning promotes understanding. It gives you dedicated time to comprehend the team’s processes and norms and set up connections with your team members.

Familiarize Yourself With the Team’s Culture

Learn the company’s processes.

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Review the Employee Handbook

Set Clear Expectations

Communicate your vision and style, establish guidelines and boundaries.

what should a manager do in the first 30 days?

Build Relationships with Your Team

Hold an introductory team meeting.

Establish its purpose and goals to ensure it runs smoothly.
During the meeting, take the opportunity to introduce yourself, share your vision, and learn about your team’s goals and challenges.
Encourage open communication and active listening to create a positive and collaborative work environment.

Schedule 1:1s

Solicit feedback, seek mentorship opportunities.

Define Goals and Objectives

Initiate healthy habits, organize your priorities.

Being overly authoritarian : During your initial days as a manager, you must not be too bossy or autocratic. Avoid making decisions without involving your team or being overly controlling. Instead, aim for a balanced, collaborative approach.
Neglecting team building : Failing to invest time in building relationships with your team can be a mistake. In your first month, get to know your team members, their strengths, and what motivates them. Building trust is key.
Not listening to feedback : Ignoring your team’s feedback or dismissing their suggestions is a standard error. Be open to hearing their ideas and concerns. Your team’s insights can be invaluable for making improvements.
Micromanaging : Avoid the temptation to micromanage your team’s every move. Trust your team to handle their responsibilities. Constantly breathing down their necks can stifle creativity and demotivate them.
Not setting clear expectations : Failing to communicate your expectations clearly can lead to confusion. Make sure your team understands their roles, responsibilities, and the goals you’re aiming to achieve together. Clarity is crucial in the first 30 days and beyond.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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The First 30 Days In Your New Job

How to get off on the right foot in your new job.

“The pressure is on during that period, but you also have a unique opportunity to craft your image in the organization the way you want to be seen,” says Still. “Don’t get caught in the weeds and let this crucial window of opportunity pass you by.”

“The first 30 days is the honeymoon period in which you get to know the ways that things get done in the workplace,” says Lorenzo G. Flores , author of Executive Career Advancement . “Come prepared to expect the unexpected in terms of how people perceive the new employee.”

To help you hit the ground running, career-intelligence spoke with a wide range of career experts for their advice on how to maximize your first month on the job.

Study the Culture

No matter how much experience you have in your field or industry, you’re the newbie when you start a new job. Therefore, your goal in the first 30 days of any job is to observe and learn.

“Take notes on how different people at different levels communicate with each other and what prompts praise and recognition,” advises Tracy Brisson, founder and CEO of the Opportunities Project . “Every culture is different. Letting the boss speak first might be the rule at most companies, but there are certain organizations where you will be perceived as a poor performer if you are not throwing out ideas at the same pace as the most senior people. Success is unique to an organization’s culture.”

As you scope out the lay of the land, keep an eye out for opportunities to problem-solve that will be particularly helpful to your new organization. Kerri Grosslight, executive vice-president and head of risk management and compliance within the technology and operations group at Wells Fargo , suggests that new employees shouldn’t be afraid to take on “dirty jobs.”

“Especially when you are new to a team or organization, these bring a level of visibility, along with experience,” says Grosslight. “Though there’s some risk involved as well when you take on a task like that, if you can prove yourself by cleaning up the mess, so to speak, it is well worth it in the long run with your manager.” Grosslight notes that at the same time, taking on tasks early on that others don’t want helps to build strong professional relationships.

Build Multi-Level Relations

It can be tempting to focus your relationship-building efforts exclusively on colleagues at your level. But the early days of your job present a great opportunity to connect with co-workers beyond your career peers, both above and below you on the ladder. By taking the time to do this in your first 30 days, you’ll earn alliances that may be crucial to your success later on. Offering to lend a hand to others during downtime in your first month is a good way to start building trust outside of your department.

“Don’t narrow your focus just to colleagues at your level,” says Michelle Tillis Lederman, founder of Executive Essentials , who has served as adjunct professor of communications at NYU’s Stern Business School. “Administrative staff often understand workplace dynamics better than anyone. Pursue the relationships that feel authentic to you to expand your resources, knowledge base, and support network. Offer your help. If you don’t have anything to do, find something. Build your brand as someone who pitches in.”

Elene Cafasso, founder and president of Enerpace, Inc. , agrees that in the first 30 days, it’s crucial to identify your key stakeholders. She suggests thinking about who will need to rely on you to be successful, and who you will need in your corner to achieve your goals. “Meet with these people, form relationships, and most importantly, design an alliance by laying out what the other party can expect from you and asking what you can expect from the other party,” Cafasso suggests. “It’s best to know where you stand and who you have to help you get where you’re going, as quickly as possible.”

Do Sweat the Small Stuff

While you may be more focused on the big picture of your new role and company rather than the picky details, minor missteps in your first 30 days may stand out more than they would for more veteran employees. You’re under increased scrutiny in your first month on the job, so you need to take extra precautions to avoid making mistakes that will draw negative attention—even minor ones. So don’t assume you know how things work in your new organization; take the time to ask.

“As they say, assumption is the mother of all (bleep)-ups,” says Still. “Make sure you know what time you’re expected at work in the morning, where the closest printer and copier are, whether you are allowed to use your company-issued cell phone for personal calls, what standing meetings you’re expected to attend, what the company policy is on social media use. These may seem like basic, pedantic questions, but if you assume wrong, you may find yourself making missteps that are easily avoidable.”

Don’t Expect Your Manager to Do All the Work

Success in a new role is a two-way street: the responsibility lies with you as well as with your manager. While many employees take a more passive role to the on-boarding process, there are things you can do to lighten the burden on your supervisor while making a good first impression.

Still suggests being proactive through the following strategies in your first 30 days:

Set up a series of meetings with your manager(s) to check in on how you’re progressing, what else you need to learn to come up to speed, and how your performance is viewed.
Clarify expectations and manage expectations proactively—particularly in a matrix organization or when you report to more than one person. Drive the conversations to make sure you know what constitutes success in the organization, how and when success will be measured, and that everyone is clear on your priorities.
Create a 90-day success plan and a learning plan to come up to full productivity as quickly as possible, and sense-check them with your manager(s). Focus relentlessly on making progress on your objectives.

In addition to helping your superiors get you up to speed, make efforts to initiate with other team members as well. “Understand that as the new kid on the block, the onus is on you to be friendly, engaging, and likeable,” says Brigid Siegel, partner, Polachi Access Executive Search . “You can’t sit back and expect entrenched team members to make the first gestures in building a relationship. Get the outreach going from day one, and work on connecting with the team every day.”

Ruffle Feathers—Later

Being a forward-thinker and risk-taker can help you get ahead in your career, but timing is important. When you first join a company, proposing too many new ideas too soon before you’ve taken time to fully understand the lay of the corporate landscape can be perceived as arrogant rather than advanced. Initially, fitting in can be more important than standing out. “You need to build credibility before rushing in for quick wins,” says Michelle Proehl, president of Slate Advisors .

“I think it’s important that women remember that ruffling feathers is eventually okay—in fact you can’t get ahead without taking risks,” adds Brisson. “But you have to first understand a culture and establish a basic track record for being excellent at what you do before you make that leap.” To that end, wait until your probationary period is over before you make proposals that may be controversial.

Author, recruiter, and human resources professional Abby Kohut , who has hired 10,000 people in her career, recommends treading lightly in the first 30 days at work and making every attempt to fit in with the team and blend in with the culture. “Many people and organizations find it difficult to accept change despite whether or not it will help them be more successful,” says Kohut. “The time will come for you to let your opinions be known, and you will sense when that is. Just like searching for a job, have patience and spend the time adapting to your new home.”

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The First 30 Days: What to Do at the Start of a New Job

To ensure you impress when you start a new role, whether you are working remotely or on-site, we have put together a customizable template for planning the first 30, 60, and 90 days in your new role.

Here is a guide to utilizing our template and planning your first 30 days.

The First 30 Days Plan

Step 1. check in with your manager .

Step 2. Establish Your Priorities

Step 3. Plan the Actions You Need to Take

Step 4. Determine Your Deliverables

Step 5. Identify Your Development Needs

Download our First 30 Day Plan here

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Describe Your Strategy for the First 30-60-90 Days

Describing your 30-60-90 day strategy in an interview for a new job sounds overwhelming. We walk you though what you need to know and how to prepare.

With the vast amounts of information that you can find online these days, you have all the tools you need to excel during a job interview.

In spite of the help at their disposal, most job applicants are unprepared.

When the time comes to prove yourself, you want to be ready.

What will enable you to stand a bit taller than the rest?

Being able to describe your strategy for the first 30-60-90 days of a new job.

In fact, this is possibly the strongest resource you can have while you’re in the interview process.

Why You Need a Strategy

Many people at this stage of a job interview will spew clichés with little substance towards the hiring manager.

Then they’ll hope for the best.

Don’t be that candidate!

By taking the time to prepare …

You show that you’re interested in what you are applying for.
You demonstrate your willingness to put in the work to get the offer.

The guidelines below will help in your approach to this relatively common interview question.

(For more interview questions and answers see our article on the 50 Top Job Interview Questions And Answers .)

Tips on Creating a 90-Day Job Strategy

Just imagine …

What better way to pitch yourself in a new position than to describe what your plans are for the opportunity?

You have the chance to help the hiring manager envision you in the position by describing actual research and realistic goals.

This will exponentially increase your chances of receiving an offer!

Now, you may think this 30-day strategy needs to be a 20-page thesis paper. However, the more focused and to the point your plan is, the better.

Stick to a short PowerPoint presentation. Or try creating a brief written document (1-3 pages).

(To find out how to create a 30-60-90 day plan, see our article How To Create A 30-60-90 Day Plan For An Interview. )

When Will This Interview Question Come Up?

Okay, let’s assume you have created your plan and have an attractive means of presenting the plan.

Now, you must focus on what the hiring manager wants to hear .

Here are a couple of tips:

Only discuss the actions and outcomes that you can control
Don’t get caught up in imaginary targets that are irrelevant
Remember that you do not know the inner workings of the company

Ideally, this question would be asked in a second interview.

In the first interview, you will be able to ask questions and get a more realistic outlook on the company culture and what they will expect of you.

Then you will have the time to prepare a strategy that covers the first 30-60-90 days on the job.

If you are applying for a position that only requires one interview, you might not have as much time to prepare a specific outline.

However, the hiring manager would likely not expect such a polished presentation.

Your plan would likely focus on what you can do as a new hire and the hoops you are willing to jump through to be successful.

Who Needs to Answer This Question?

This question is typically asked of candidates who have a lot of freedom to make decisions on their own.

Managers and executives will likely hear this question during an interview.

Most entry-level jobs have a well-defined job description with little wiggle room.

As such, they would not have the same expectations as far as creating a work strategy and seeing it through.

However, just because you may be applying for an entry-level job does not mean you cannot build and present a plan.

If answering this interview question from an entry-level position:

Describe how you will best utilize your training
Focus on how you plan to build relationships with your coworkers
Outline skills and experience that you would hope to put into practice

If you are a manager or higher, you have a more extensive background.

As such, you would build a plan based on your industry experience and your expectations for your given industry.

If your position involves a team working under you:

Go into detail about how you intend to interact with your new employees
Talk about what steps you would take to gain their trust and respect
Delineate a few specific teamworking goals relevant to the position

This is essential for any manager’s success as you are only as good as the production of your team.

The 90-Day Plan Breakdown

Some resources suggest building a flat 90-day plan.

Although this is fine, breaking up your plan in 30-day increments can make the plan easier to follow.

It displays a step-by-step strategy with each tier building upon the other.

The outline below will describe what your plan should focus on for each period:

First 30 days:

Focus on training, finding mentors, and embracing the company culture as it relates to both your job description and the people around you.

30-60 days:

Implement your training and experience into action while working with your supervisor to optimize your performance.

60-90 days:

Add your personal touch to the position. Be an effective leader/coworker and build relationships that benefit your position and the company as a whole.

It’s Showtime!

Now, there is some room to play with your plan as the position calls for it.

But do not step out of what you know.

The hiring manager will know what a realistic approach to the position is, so you will not be able to “fake it till you make it.”

But don’t let that scare you out of making a plan in the first place.

The fact that you have a 30-60-90 day strategy in place will speak volumes about your work ethic and make a great impression on the interviewer.

Closing Thoughts

Remember, as long as you do your homework and prepare to present your plan, you’ll separate yourself from other candidates.

Prepare to take constructive criticism.

Make sure you can back up what you plan to do.

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How to spend your first 30 days in a new senior-level role

Originally posted Jan 9, 2023 • More resources on onboarding

This post originally appeared in my newsletter . Subscribe to receive it!

You’ve started in a new role: congrats!

Throughout my years as a coach, I’ve seen lots of my clients land in a new leadership role as a director or above, and make a well-intentioned but enormous mistake: they make a big change within their organization before building up trust with their teams.

I’m eager to help you avoid this classic pitfall! Let’s break it down into how you should think about enacting change in your first 30, 60, and 90 days as a senior leader.

First 30 days: sponge mode

We’re calling your first 30 days “sponge mode” because your primary job during this period is to soak up information.

This means, for your first month, you should be in listen-only mode. I’m serious! These first 30 days are the biggest opportunity you’ll ever have in this role to build trust with your teammates. Don’t squander this opportunity by coming in and enacting change right away.

I totally understand the desire to kick off your new role with a few tiny changes to team processes, meetings, roadmaps, etc. You might be eager to to do this because you want to:

prove you were the right choice for the role,
demonstrate progress or your impact as soon as possible, or
build trust and strengthen these new relationships by enacting the changes your teammates want to see.

This might come as a surprise: no matter how well-intentioned you are, enacting change within your first 30 days could jeopardize your trust and standing. So if you feel any of those reasons eating at you, please pause. Spend these first 30 days sitting in on team meetings and talking to everybody on the team.

Hold one-on-ones with everybody

Schedule one-on-ones with everybody on the team, your new cross-functional peers, and other stakeholders around the company. Some folks call this a “listening tour.” Yes, this will take up a lot of time; it’s worth it, I promise.

At this stage, you don’t need to have figured out your one-on-one cadence with your direct reports and cross-functional partners; you’re just scheduling one-off 30-minute meetings to be able to talk to everybody and soak up a ton of information.

As you send out the calendar invites for these initial one-on-ones, include a sentence or two about the goal of the meeting to give folks a sense of predictability, and help them prepare if they want to. I like to write something like:

My goal is to talk to everybody in the [Product] team, so that I can onboard and get as much context as possible in my first 30 days! In this meeting, I’ll be asking you what stuff in our department is working really well, and what stuff you’d like to see change. I’ll also be happy to answer any questions you have for me!

During each one-on-one, follow these steps:

Introduce yourself, and give a quick recap of what this one-on-one is about. Something like, “Nice to meet you! I’m Lara, and I’m eager to chat with you about how the organization works, what the roadmap for our department looks like, our team processes, etc.”

Ask question #1: “I’m curious: when you think about [the Product team] as a whole and how it works, what change do you want to see?”

Give them lots of space to share; some folks might have lots of ideas, and others no ideas at all. (That’s okay!)

If they ask you for examples, you can say, “I’m intentionally asking a really broad question to see what comes up. Maybe you have ideas on how code reviews work, or our career ladder, or our communication patterns. It could be anything! What comes to mind for you?”

Reflect back what you’re hearing them say just to make sure you have it right.

Then ask some of these follow-up questions to more deeply understand their answer:

“Got it. What do you see as the risk if we don’t make that change?”
“What feels most important to you about this?”
“If we make that change, how would that impact you/your crew?”
“Who else would you recommend I chat with about this?”

Ask question #2: “Alright, time for the flip side: what’s working so well that we shouldn’t change?”

Just like with the first question, leave lots of space for them to share. Reflect back what you’re hearing them say to make sure you have it right. And ask follow-up questions to more deeply understand their answer.

As you wrap up the one-on-one, let them know when they’ll next hear from you, and how they can get in touch with you if they have follow-up questions.

The one exception to sponge mode

The only exception to the first 30 days sponge mode rule is if someone’s health or safety is threatened.

A coaching client once called me two weeks into their new role and said, “I’m so sorry, Lara, I broke the #1 rule for the first 30 days. I had to make a change. Someone broke their leg skateboarding near the machinery, and so I had to make a new rule that there will be no skateboarding near equipment.”

You’re likely not going to find yourself in this particular situation. But you never know! Anything of this ilk is truly the only thing you should change!

Big changes might still happen in your first 30 days

Sometimes, enormous changes will happen within your first 30 days that are outside of your control. The CEO is fired. A round of layoffs has already been planned. Your lead engineer quits. HR revamps how compensation and promotions are handled.

You’re along for the ride. You can nudge these changes based on your experience and skills: help leadership implement a communications plan, flag potential pitfalls to decision makers, ask questions and give feedback.

But please please please do not enact new change until after you’ve been in sponge mode, gathered the data, and started building these relationships. I know it’s tough—and the process will be imperfect—but you’ve got this.

At the end of your first 30 days

You’re going to share what you’ve learned with the entire organization. To do so, take a look at what you’ve absorbed in sponge mode and synthesize it.

Identify 1-2 overarching themes you’ve heard.

Consider what you heard in your organization-wide one-on-ones, and find the common threads. Plan how you’ll communicate these themes in a way that will be heard. Keep these themes future-focused; you’re working towards aligning on what the future will look like, rather than dredging up feelings and pitfalls of the past.

You can plan to use broad language like, “team cohesion is the #1 most-requested thing for us to focus on” or “as an organization that’s scaling quickly, we could use more predictability around roadmap changes and a unified vision to align us across teams”. Ideally, these themes will resonate with the folks in your organization—you’re representing what you heard in your one-on-ones, and this will immediately build trust. Demonstrate what a good listener you are! :)

I recommend you avoid providing very specific examples of past events to illustrate these themes, because it’s likely that each person experienced them differently. If folks disagree with or misunderstand your examples, you risk amygdala-hijacking folks, which means they’ll be tuned out for the rest of the meeting. You’ll also risk the trust you’re trying to build. There likely will not be enough time for nuance in this meeting, and again, you want to stay future-focused.

Convey what you’ve absorbed.

Share the themes you’ve heard in your first 30 days with your whole organization. I highly recommend doing this in an all hands meeting; it really helps when people can see your face, hear your voice, and ask you questions in real time at the end.

The goal of this recap is to help your teammates feel heard and seen. Reminder, the goal is NOT to kick off changes! We’re not at that stage yet :)

Be open to the feedback you hear. Maybe you misinterpreted, maybe someone thought of something else after you met with them.

Consider this a meeting for reflection—a step often skipped by leaders—which will help you build that foundation of trust. Don’t waste it.

Optional: share wins.

If it feels relevant, you can share wins you’ve already seen around those themes, driven by folks on the team. (I’m not talking about wins driven by you or other leadership.) By verbally recognizing the work that you want to see more of, folks can begin to sense what you will be looking for going forward.

Optional: hint at changes you’re considering to address those broad themes.

You can tease examples of experiments you might run or changes you’re considering to address those broad themes. Tread lightly—again, you’re still in listening and relationship-building mode. (We’ll talk more in the upcoming 60 days post about experiments!)

Required: state how people can communicate with you going forward.

Be tremendously specific, and make sure you can follow-through with any communication mediums and cadences that you are committing to. You will erode trust if you need to reschedule lots of these one-on-ones or Q&A meetings. Some examples of clear communication expectations:

“I’ll have office hours every Tuesday; you can ask me questions during those office hours by sending them to me via Slack before or during the meeting.”
“I’ll be setting up routine 1:1s with you all every N weeks; please reach out to me via Slack anytime if you have a question or want some information between 1:1s.”

Again, stick to that plan . Follow through!

And when this plan inevitably needs to change in the future (hopefully after your first 90 days!), proactively communicate to the whole organization any updates about how folks can reach you.

In my next blog post, I walk you through the 30-60 day period of a new senior role .

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Start strong: your first 30 days in a new job.

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Jo Ilfeld, PhD, CEO of Incite To Leadership , helps CEOs of high-growth, high-impact companies build unstoppable leadership teams.

“I got the job!” is a frequent text I get from clients. (Who calls these days?) My clients are high performers, and they want to aim even higher. New jobs and roles are an occupational hazard for many successful leaders. It’s hard to keep moving up unless you’re willing to take on new challenges, new responsibilities and new colleagues.

Michael D. Watkins wrote the famous book The First 90 Days about how to conquer the challenges of starting a new role. And he’s right, the first 90 days do count.

But I would wager that the first 30 days are even more important. This is the time period when people start forming their first impressions of you; it’s also when the watercooler talk starts around the company about you, the new hire. The first 30 days are when you have the best chance to set your brand reputation up for success.

So when I finally get my clients on the line to hear about their big new job, this is the advice I always give them.

Three Secrets To A Strong Start In A New Role

1. start by listening— a lot ..

I know you’ve heard this before, and you’re nodding in agreement. But I also know there’s a voice inside your head saying, “Prove your worth!” This voice urges you to show leadership that they picked the right person for the job. Please, please ignore this voice.

This is the voice that will cause you to insert your less knowledgeable opinion into someone’s project to impact it. This is the voice that will earn you your first on-the-job adversary who can’t believe they have to report to someone who doesn’t know what they’re talking about. This is the voice of insecurity—not the voice of wisdom.

Insecurity tells you that to be “worthy” you need to take action and accomplish things. Wisdom, however, tells you that this function was here before you came, and it will be here after you’re gone, and at this point, they know a lot more than you. So observe and listen to them. What’s been tried and failed? What are the ideas people keep ignoring? What do people there most notice and pay attention to?

For now, put your interview promises and good ideas you are anxious to implement on hold and simply listen for most of your 30 days. By the end of it, your ideas will be sharper, and you’ll have more people on your side willing to help you with your next play to make things better.

2. Take note of the crowd-appointed leaders.

Often, we assume that the people with the biggest titles are the leaders of the department. It’s worth holding that assumption lightly, however, until you’ve seen many more meetings. Who are the leaders everyone listens to? Whose opinion is solicited before people agree on a path? Who sits in the office people are swinging by after the meeting to “get their impression”?

In many groups, there are undercover leaders who earn a lot more respect and deference than their titles might suggest. Make sure you know who those key players are in your function and in your company. Once you know who they are, you can go back to the first secret and listen to them—even more.

3. Journal daily.

For the first 30 days of a job, a lot of data and information come at you daily. Taking 10 to 15 minutes to reflect each day allows you time and space to process what you’re seeing and hearing so that you can start to pick out the most important pieces that will help you do your job well and see what systems you are noticing within this new environment. In your daily journal, focus on these three areas:

• Business or organization purpose: What did I learn today, and what stands out the most? What surprised me the most? How (or from whom) did I learn this?

• Function or organization culture: When did I see “culture” at work in my organization today? What did I observe in action? How did I feel as I observed it (curious, questioning, excited, annoyed, etc.)?

• Promises: What promises did I make today, and how confident am I in being able to fulfill them? What promises did others make to me today, and how will I know if they meet their promises?

Organizations are systems, and systems have a footprint that tells you what works there and why. Journaling for the first month is a great shortcut to understanding the underlying dynamics and patterns at play around you.

Once you have enough observations to really read the tea leaves, stop and review your previous journal entries. Do they all seem to fit into the coherent picture you’re putting together of your new organization, or is there still more that you don’t yet know how it fits in with the whole?

The first step to being successful in a new system is to understand how it functions. Otherwise, it’s like trying to play pickleball or cricket without understanding the rules; just knowing the adjacent sports of tennis and baseball won’t lead you to true mastery. It’s the same with your new organization: Take the time to step back so you can truly absorb how the flow of information and execution works.

Think Before You Act

Don’t get me wrong, it can happen that you are immediately thrown into chaos and action is needed to create more stability in your organization, or you are told by everyone how imperative it is that you act right away. In my experience, however, less intervention is usually needed than you’re tempted to do in the first 30 days.

Ultimately, my advice to those starting a new job is this: Act with caution; listen and observe with abandon. Then you’ll have earned your rap as a true genius and collaborator.

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COMMENTS

The first 30 days: a downloadable template and guide
The first 30 days plan. Step 1. Check in with your manager. It is essential when you first start your role to have a meeting with your manager. While in the current landscape this is likely to be virtual, this is the time for you to get a better understanding of the business and how your role fits in with the overall priorities of the team.
Crafting a 30-60-90 Day Plan for Job Interviews (Examples
Free 30 60 90 Day Plan PowerPoint Template is a 3-slide presentation for planning presentations. You can utilize slides of 30, 60, and 90 days planning to visualize goals and set realistic deadlines. Together, you can present a strategy for success in the first 90 days on job or a new project. Use This Template.
30-60-90 Day Plan: Ultimate Guide Plus Template
Your specific monthly focus might change based on your role and the company, but typically, the broad focus of each 30-day period will look similar: The first month (days 1-30) of a new job is about learning. The second month (days 31-60) is about planning and beginning to contribute. The third month (days 61-90) is about execution and—when ...
The 30-60-90 Day Plan: Your Guide for Mastering a New Job
A 30-60-90 day plan lays out a clear course of action for a new employee during the first 30, 60 and 90 days of their new job. By setting concrete goals and a vision for one's abilities at each stage of the plan, you can make the transition into a new organization smooth and empowering. There are two situations where you'd write a 30-60-90 day ...
30-60-90 Day Plan: A Guide With Template and Example
What is a 30-60-90 day plan? A 30-60-90 day plan is a document used to set goals and strategize your first three months in a new job. 30-60-90 day plans help maximize work output in the first 90 days in a new position by creating specific, manageable goals tied to the company's mission and the role's duties and expectations.Companies typically create 30-60-90-day plans during the final stages ...
The Best 30-60-90 Day Plan for Your New Job [Template + Example]
An effective 30-60-90 day plan consists of three extensive phases — one for days 1-30, one for days 31-60, and one for days 61-90. Each phase has its own goal. For example, the goal in the first 30 days is to learn as much as possible about your new job. The following 30 focus on using learned skills to contribute, and the last 30 are about ...
How to prepare your first 90 days in a new job presentation
Preparing your first 90 days in a new job presentation can be easy and straightforward, especially when you understand that your potential employer wants to know what skills you have. You can prove to them that hiring you is a good decision. Below are the steps for preparing your first 90 days presentation: 1. Begin your research early.
The First 30 Days: What to Do at the Start of a New Job
The First 30 Days Plan. Step 1. Check In with Your Manager. It is essential to have a meeting with your manager when you first start your role. While in the current landscape this is likely to be virtual, this is the time for you to get a better understanding of the business and how your role fits in with the overall priorities of the team. Be ...
How to Write a 30-60-90 Day Plan (With Examples & Tips)
If you are about to start a new job or are preparing for an interview a 30-60-90 day plan will help you on your route to success. The 30-60-90 plan is a document that outlines your first 30, 60 and 90 days in a new job. It should detail everything you want to achieve in your first three months of employment and the SMART goals to facilitate this.
How to Make a 90-Day Plan Interview Presentation
5. Scorecard. An essential part of any 90-day plan is building a report out. As you put your thoughts to paper, be sure to include the summary of actions, progress, and updates your manager will see each week. Design your report out in an easy to follow summary you can update each week.
30-60-90 Day Plan: Master Your First 90 Days + Tips & Templates
A 30-60-90 day plan is essential for career success because it gives you a clear roadmap during a critical transition period. By breaking down your first 90 days into manageable phases, you can focus on learning, planning, and executing effectively.. This structured approach ensures that you stay on track, meet expectations, and demonstrate progress.
First 30 days in a new job
The first 30 days in a new job is not the time to challenge the way in which things are currently being done. You may disagree with the way a process is currently operating. Or you may not properly understand why it is being run that way. However, use this first month to observe, absorb and understand. You need to be work on gaining people's ...
What to do in the first 30 days of your new job
Here's how to implement the first stage of your three-month plan. 1. Listen and learn. Take notes, soak everything up and ask questions. No one expects you to arrive equipped with all the answers. Think about the impression you need and want to make in the new role. Be curious.
Roadmap to the First 30 Days as a New Manager: 14 Things to do
A 30 60 90 day plan for new people managers is a roadmap for success. In the first 30 days, focus on building relationships and understanding the team's strengths and challenges. In the next 30 days, identify opportunities for improvement and develop an action plan. Finally, in the last 30 days, implement changes and track progress.
The First 30 Days In Your New Job
Therefore, your goal in the first 30 days of any job is to observe and learn. "Take notes on how different people at different levels communicate with each other and what prompts praise and recognition," advises Tracy Brisson, founder and CEO of the Opportunities Project. "Every culture is different. Letting the boss speak first might be ...
How To Succeed in Your New Job: First Week, 30 and 90 Days
The first 90 days of a new job. The goal during the first few months is to take ownership of your new role. During this time period, you should set yourself up to do your best work yet. In the first 90 days: 1. Challenge yourself. In many situations, we have more power than we perceive.
The First 30 Days: What to Do at the Start of a New Job
The First 30 Days Plan. Step 1. Check In with Your Manager. It is essential to have a meeting with your manager when you first start your role. While in the current landscape this is likely to be virtual, this is the time for you to get a better understanding of the business and how your role fits in with the overall priorities of the team. Be ...
Describe Your Strategy for the First 30-60-90 Days
In the first interview, you will be able to ask questions and get a more realistic outlook on the company culture and what they will expect of you. Then you will have the time to prepare a strategy that covers the first 30-60-90 days on the job. If you are applying for a position that only requires one interview, you might not have as much time ...
The Ultimate Guide: What to Do in Your First 30 Days at a New Job
The most important aspect of this step is to speak up in your first 30 days. You want to set a precedent that your voice matters. Not to mention, as a new employee you have an unbiased perspective and a fresh view. Use it to spot problems the team is oblivious to. 4) Get a quick win to make an impact.
3 Techniques to Create a 30-60-90 Day Presentation for a Job Interview
Here are 4 tips on creating your outstanding 30-60-90 day presentation: 1. Identify the key factors. Before you create a 30-60-90 day presentation, you should think of the key factors involved in it. Below are the key factors: The company and its people. The processes or procedures. The products or services they offer.
How to spend your first 30 days in a new senior-level role
The one exception to sponge mode. The only exception to the first 30 days sponge mode rule is if someone's health or safety is threatened. A coaching client once called me two weeks into their new role and said, "I'm so sorry, Lara, I broke the #1 rule for the first 30 days. I had to make a change. Someone broke their leg skateboarding ...
Start Strong: Your First 30 Days In A New Job
The first 30 days are when you have the best chance to set your brand reputation up for success. So when I finally get my clients on the line to hear about their big new job, this is the advice I ...
A First 100 Days Plan Example (and How To Develop Your Own)
First 100 days plan example. Below is a first 100 days plan example, which has been broken up into 30-day, 60-day and 90-day sections. You can adapt this to your own needs or simply use it as inspiration: First 30 days: learning goals. Understand the company's mission and vision, including its history and notable historic and current figures.
LAST DAY ON THE JOB
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The first 30 days: a downloadable template and guide

The first 30 days plan

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The First 30 Days: What to Do at the Start of a New Job

The First 30 Days Plan

Step 2. Establish Your Priorities

Step 3. Plan the Actions You Need to Take

Step 4. Determine Your Deliverables

Step 5. Identify Your Development Needs

Download our First 30 Day Plan here

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Step 1 . Know Your Why

Step 2 . Understand Your Role