Stepping into a new management role is a critical moment. Your first three months often set the tone for your entire tenure. A well-structured 30 60 90 day plan for new managers is not just a document; it's a strategic roadmap that transforms a potentially chaotic transition into a period of focused learning, contribution, and long-term impact.
This plan is your blueprint for aligning with company goals, earning your team's trust, and delivering tangible results quickly. Without it, you risk appearing directionless, missing key opportunities, and failing to establish the authority needed to lead effectively.
In fact, according to CEB Global and Gartner, 60% of new managers fail within their first 24 months, highlighting just how crucial it is to start strong and have a clear plan in place.
Key Takeaways
A Strategic Roadmap: A 30-60-90 day plan is an essential tool for new managers, breaking down the first three months into three distinct phases: Learning (Days 1-30), Contributing (Days 31-60), and Optimizing (Days 61-90).
Foundation for Success: It helps you clarify expectations, align with organizational objectives, build critical relationships, and demonstrate value from the very beginning.
Actionable Framework: This guide provides a detailed framework, including specific goals and actions for each phase, to help you navigate your new role with confidence.
Practical Resources: We include a 30 60 90 day plan for new managers template and several real-world examples to help you create a plan tailored to your specific role and industry.
What is a 30-60-90 Day Plan?
A 30-60-90 day plan is a structured action plan that outlines your priorities, goals, and key performance indicators (KPIs) for the first three months in a new role. Think of it as the foundational setup for your tenure as a manager. It’s not just a to-do list; it’s a strategic communication tool that demonstrates to your superiors, peers, and direct reports that you have a clear, well-thought-out approach to your responsibilities.
For founders and leaders in fast-growing startups, hiring a new manager is a significant investment. This plan shows that their investment is in capable hands. It’s your chance to prove you understand the company's mission, the team's role in achieving it, and how you will drive success.
The plan is typically broken down into three distinct phases:
Days 1-30: A period of intense learning and observation. The focus is on absorbing information about the company culture, products, processes, and people.
Days 31-60: A shift towards active contribution. You start applying what you've learned to make an impact, identify quick wins, and build credibility.
Days 61-90: A focus on strategic initiatives and optimization. You begin to lead larger projects, refine processes, and lay the groundwork for long-term success.
This phased approach prevents you from trying to do too much, too soon. Instead, it allows for a methodical transition from an observer to a leader.
Why Do New Managers Need a 30-60-90 Day Plan?
Walking into a new management position without a plan is like trying to scale a mountain without a map. You might eventually find your way, but the journey will be inefficient, risky, and filled with unnecessary detours. For startups where every resource and every minute counts, this inefficiency is a liability.
Here’s why a 30 60 90 day plan for new managers is non-negotiable:
Clarifies Expectations: It aligns your goals with your direct supervisor's expectations from day one. This proactive communication prevents misunderstandings and ensures you are focused on what truly matters to the business.
Builds Confidence and Reduces Anxiety: Starting a new job is stressful. A plan provides structure and a sense of control, helping you channel that nervous energy into productive action.
Accelerates Your Impact: The plan forces you to prioritize high-impact activities. Instead of getting lost in daily tasks, you focus on actions that demonstrate your value and contribute to the company's bottom line.
Fosters Trust with Your Team: Presenting a thoughtful plan shows your team that you are organized, strategic, and committed to their success. It gives them a clear understanding of your direction and how they fit into it.
Creates a Framework for Feedback: Your plan serves as a benchmark for your performance. Regular check-ins with your supervisor based on the plan create natural opportunities for feedback, course correction, and celebrating early wins.
Demonstrates Proactivity and Ownership: Creating and presenting a 90-day plan is a leadership act in itself. It shows initiative and a commitment to owning your role and its outcomes.
Ultimately, a solid plan helps you manage your own transition effectively, ensuring you hit the ground running and establish a strong foundation for future achievements.
How to Create a 30-60-90 Day Plan for New Managers
Creating an effective plan involves more than just listing tasks. It requires a strategic approach that aligns personal goals with team objectives and broader company strategy. The best plans are SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Learned about this in college while writing my first resume, same concepts are still applied on my job 10 years later
Your plan should focus on four key areas across all three phases:
Learning: What do you need to know about the company, product, customers, and team?
Performance: What are the key objectives and metrics for your role and your team?
Initiatives: What specific projects or process improvements will you lead?
Personal Goals: How will you build relationships and develop your own skills?
Let's break down each 30-day phase.
Phase 1: The First 30 Days (Learning)
The first month is all about immersion and absorption. Your primary goal is to listen, learn, and understand. Resist the urge to make drastic changes. Your focus should be on building a comprehensive understanding of the landscape.
Focus Areas:
Company & Culture: Understand the mission, vision, values, and history. How do decisions get made? What are the unwritten rules of communication?
Team & Stakeholders: Get to know your direct reports, manager, peers in other departments, and key stakeholders. I like to create a spreadsheet to track these one-on-ones, noting not just roles and responsibilities but also personal “golden nuggets” - where they’re based, what they do for fun, if they’re married or have kids, favorite sports or teams, and other small details. Later, when you need something from someone, you can reference these notes to personalize your messaging and build stronger connections.
Processes & Systems: Learn the existing workflows, tools, and technologies. This includes everything from the CRM and project management software to internal reporting structures.
Product & Customer: Gain a deep understanding of the product or service, the value proposition, and the ideal customer profile (ICP). Review customer feedback and support tickets.
Actionable Goals for Days 1-30:
Schedule 1:1 meetings with every member of your team to understand their goals, challenges, and career aspirations. While meeting, capture key details in a spreadsheet - not just their role and responsibilities, but also personal “golden nuggets” like where they’re based, hobbies, family details, favorite sports or teams, and anything else that helps you connect. Later, you can reference these notes to make your requests more personal and build stronger relationships.
Meet with key cross-functional stakeholders (e.g., heads of Sales, Marketing, Product) to understand their priorities and how your team collaborates with them.
Review all relevant documentation: This includes past performance reviews, project plans, team goals, KPIs, and the company's go-to-market (GTM) strategy.
Shadow team members to see their day-to-day work firsthand.
Complete all required company and product training (don’t skip this, makes you look un-professional)
Draft a "State of the Union" summary of your initial findings, including strengths, weaknesses, opportunities, and threats (SWOT analysis) for your team.
Phase 2: The Next 30 Days (Contributing)
With a solid foundation of knowledge, you can now shift your focus to active contribution. This phase is about applying what you've learned to start delivering value. It's time to identify and execute "quick wins"—small, visible improvements that build momentum and earn credibility.
Focus Areas:
Identify Quick Wins: Look for small, high-impact problems you can solve quickly. This could be fixing a broken process, improving a report, or removing a common roadblock for your team. Create a small marketing/promotion plan for these quick-wins.
Provide Constructive Feedback: Begin offering feedback to your team members in your 1:1 meetings. Start coaching them on specific skills and helping them overcome challenges.
Collaborate on Existing Projects: Take a more active role in ongoing projects. Offer your expertise and support to help move them forward.
Refine Team Goals: Work with your team and your manager to review and refine team goals for the quarter, ensuring they are aligned with company objectives.
Actionable Goals for Days 31-60:
Identify and implement at least two quick-win process improvements. Document the "before" and "after" to showcase the impact.
Take ownership of a small, low-risk project to demonstrate your execution capabilities.
Develop individual development plans (IDPs) in collaboration with each team member.
Run your first full team meeting with a clear agenda, objectives, and follow-up actions.
Present your "State of the Union" findings and your proposed priorities to your manager for feedback and alignment.
Begin optimizing one key workflow based on your observations from the first 30 days.
Phase 3: The Final 30 Days (Optimizing)
In the final phase, your focus shifts from immediate contributions to long-term strategy and optimization. You are now fully integrated into your role and can begin driving significant, lasting change. This is where you start building your "automated growth engine."
Focus Areas:
Strategic Planning: Develop a long-term vision and strategy for your team. Tie your plans back to the insights from your “State of the Union” document—what you’ve learned about the company, team, processes, and customers should directly inform your goals. Define what success looks like in 6 months and in a year, ensuring it aligns with both the realities you’ve uncovered and the broader company objectives.
Process Optimization: Move beyond quick wins to tackle larger, more complex process improvements. This could involve implementing new tools, redesigning workflows, or automating manual tasks.
Team Development: Focus on upskilling your team, making key hires, and refining team structure to better align with strategic goals. Consider tapping your network or past colleagues who could be a great fit, especially based on the specific pain points or gaps you’ve identified. This ensures you bring in people who can make an immediate impact.
Measuring and Reporting: Establish robust systems for measuring performance and reporting on progress against KPIs.
Actionable Goals for Days 61-90:
Finalize and present your 6-month strategic plan for the team to your manager and key stakeholders.
Launch a major initiative or project that aligns with your strategic plan.
Implement a new tool or system to improve team efficiency (e.g., a better project management tool, an automated reporting dashboard).
Conduct your first performance reviews or formal check-ins with your team members.
Establish a regular cadence for reporting on team KPIs to leadership.
Review your 90-day plan: Assess what you accomplished, what you learned, and set goals for the next 90 days.
30-60-90 Day Plan for New Managers Examples
The specific details of your plan will vary based on your role, industry, and company. To make this more concrete, here are a few 30 60 90 day plan for new managers examples for common roles in a tech startup.
Example 1: New Sales Manager
First 30 Days (Learning):
Learn the CRM and sales/gtm tech stack inside and out.
Ride along on sales calls with every account executive. Observe how each rep engages with prospects and take detailed notes on what you liked and areas where they could improve. Keep these observations private for now - don’t send feedback immediately. Focus first on building trust and understanding their style before offering any suggestions.
Analyze the last 6 months of sales data (win/loss rates, sales cycle length, deal size).
Meet with Marketing to understand the lead generation process and MQL-to-SQL conversion rates and hand-off processes. Same with the CS team after deals are closed.Next 30 Days (Contributing):
Kick off a daily stand-up with a brief live meeting to connect and review the pipeline, then transition to an asynchronous format to address blockers.
Create a standardized call script for a key stage of the sales process.
Start coaching reps on their discovery calls based on your ride-alongs.
Identify and remove one major administrative burden for the team.
Final 30 Days (Optimizing):
Launch a lively sales contest around a key metric, offering exciting spiffs and fun twists - think big rewards and memorable moments, like themed challenges or dressing up, to really energize the team. I remember when my manager Edan, now an Enterprise AE at Vercel, dressed up as a shark for a cold-calling contest we ran - it was a hit!
Overhaul the pipeline review process for better forecasting accuracy.
Develop a strategic plan for entering a new customer segment, including specific execution angles such as target personas, key messaging, outreach channels, and pilot initiatives to test and refine our approach.
Work with Revops to automate tasks that actually save time for the reps not the managers (more reps + sales activities). As a manger you should be able to build the most important reports yourself + most of these are usually pre-built.
Example 2: New Marketing Manager
First 30 Days (Learning):
Audit all existing marketing channels (content, SEO, social, paid).
Join calls with sales team members to observe lead quality and hear customer pain points firsthand.
Analyze key marketing metrics: website traffic, conversion rates, cost per lead (CPL), and customer acquisition cost (CAC).
Review the competitive landscape.
Next 30 Days (Contributing):
Optimize one underperforming landing page to improve conversion rates (a quick win).
Launch a small, targeted ad campaign to test a new message.
Collaborate with the content team to create a sales enablement asset based on feedback from the sales team.
Refine the lead scoring model with the RevOps team.
Final 30 Days (Optimizing):
Develop a comprehensive content strategy for the next quarter, starting with founder-led content to establish a strong voice and stay closely aligned with the executive team.
Present a plan for optimizing the marketing budget based on channel performance.
Implement marketing automation workflows to improve lead nurturing.
Establish a new reporting framework to demonstrate marketing's ROI.
Example 3: New Operations Manager
First 30 Days (Learning):
Map out all key operational workflows across the company (e.g., customer onboarding, billing, support).
Meet with department heads to understand their biggest operational challenges.
Learn the core business systems (CRM, ERP, etc.).
Review key operational metrics like efficiency, cost, and quality to understand priorities and business impact before making changes or implementing automation.
Next 30 Days (Contributing):
Document five previously undocumented critical business processes, leveraging tools like Loom to record SOPs and generate supporting documentation from the videos.
Identify and resolve a recurring issue in the customer onboarding flow.
Create a centralized dashboard for tracking key operational KPIs.
Begin sourcing vendors for a tool to automate a manual process. N8N, Make and Zapier are my go-to.
Final 30 Days (Optimizing):
Lead a project to implement a new piece of operational software.
Redesign a major workflow to reduce costs or improve efficiency by a target percentage.
Develop a business continuity plan for a critical function. This is under-rated, sometimes feels not necessary but it makes you stand out, plus make you look super professional.
Present a long-term roadmap for scalable operational infrastructure.
30-60-90 Day Plan for New Managers Template
Below is a suggested day-by-day breakdown you can follow and customize for your unique role and company. Each week has a different focus, building toward your transition from observer to leader and strategic driver.
Days 1–30: Learning & Immersion
Week 1 (Days 1-7): Orientation and Team Introduction
Meet your manager to clarify expectations and performance metrics
Introduce yourself to the team in both group and 1:1 settings, keeping a personal notes spreadsheet to track details like location, interests, family, and hobbies. Use these insights to build rapport and personalize interactions when collaborating or asking for support.
Review organizational charts and team structure
Familiarize yourself with company products, services, and market positioning
Complete necessary HR onboarding and compliance training
Week 2 (Days 8-14): Stakeholder Engagement
Schedule 1:1s with direct reports to understand their roles, aspirations, and challenges
Meet with key cross-functional partners (Sales, Marketing, Product, etc.) to learn about dependencies
Observe team meetings to note communication styles and decision-making dynamics
Begin reviewing existing project documentation, KPIs, and team goals
Week 3 (Days 15-21): Process Deep Dive
Shadow team members to learn daily workflows and pain points
Evaluate tools and systems in use (CRM, project management, analytics platforms)
Analyze key performance data and recent team results
Identify knowledge gaps and schedule follow-ups for deeper learning
Week 4 (Days 22-30): Synthesis and Feedback
Draft a “State of the Team” summary with strengths, gaps, and opportunities
Share early impressions with your manager for feedback
Attend customer or user calls, if possible, to get frontline perspective
Set personal learning goals for the next 30 days
Days 31–60: Contributing & Quick Wins
Week 5 (Days 31-37): Early Impact
Identify two low-hanging “quick win” opportunities and develop action plans
Take ownership of a small project or initiative
Provide initial feedback and coaching to direct reports based on your observations
Run your first full team meeting, setting clear agendas and outcomes
Week 6 (Days 38-44): Building Systems & Trust
Implement your quick win solutions and measure early results
Review and refine team goals with input from your team and manager
Begin developing Individual Development Plans (IDPs) for each team member
Establish routines for regular 1:1s and team check-ins
Week 7 (Days 45-51): Cross-functional Collaboration
Initiate collaboration on a project with another department
Document current team processes and suggest one process improvement for testing
Gather feedback from team on your leadership approach so far
Update your manager on progress via a mid-point check-in
Week 8 (Days 52-60): Reflection and Adjustment
Review the outcomes of your quick wins and process improvements
Adjust your goals and priorities for the next 30 days based on learnings
Ensure all team members have clear goals and support resources
Share key wins and learnings with your broader stakeholder group
Days 61–90: Optimization & Strategy
Week 9 (Days 61-67): Strategic Analysis
Conduct an audit of team workflows and identify bottlenecks or scale risks
Collaborate with the team to brainstorm long-term initiatives
Begin drafting a 6-month or 1-year vision for your team
Week 10 (Days 68-74): Implementation of Key Initiatives
Launch one major process improvement or pilot project based on your analysis
Roll out a new tool or automation, if needed
Host a session for team input on your longer-term vision
Week 11 (Days 75-81): Performance Management
Conduct performance check-ins or mini-reviews with all direct reports
Set up systems for regular KPI tracking and transparent reporting
Recognize team and individual contributions during the transition
Week 12 (Days 82-90): Presentation and Future Planning
Finalize and deliver a 6-month or annual team strategy presentation to your manager and stakeholders
Document key lessons learned from your first 90 days
Create an action plan for the next 90 days, incorporating feedback
Schedule ongoing follow-ups to refine team goals and maintain momentum
Common Mistakes to Avoid in a Manager's 30-60-90 Plan
Even with the best intentions, new managers can stumble. Here are some common mistakes to avoid when executing your 90-day plan:
Trying to Boil the Ocean: Don't overload your plan. Focus on a few high-impact priorities for each phase. An overly ambitious plan is a recipe for burnout and failure.
Ignoring the "Listen First" Rule: Many new managers feel pressured to make an immediate impact. They jump to solutions before fully understanding the problem. The first 30 days are for learning, not for making sweeping changes.
Failing to Align with Your Manager: Your plan is useless if it's not aligned with your manager's expectations. Review it with them early and often. Treat it as a living document that you refine based on their feedback.
Neglecting Relationship Building: A plan full of tasks and projects is incomplete. Your success depends on people. Carve out specific time for building rapport with your team and cross-functional peers.
Operating in a Silo: Don't create your plan in a vacuum. Solicit input from your team and other stakeholders. This not only makes your plan better but also creates buy-in from the start.
Build Your GTM Engine for Success
A 30-60-90 day plan is a powerful tool for setting a new manager up for success. It provides the structure needed to scale your team and your impact. However, a great manager needs a great system to work with. For B2B tech startups, this means having a scalable, automated go-to-market (GTM) engine.
At GTM Engineering, we specialize in building these foundational systems. We help founders and their new leaders implement the integrated tech stack and automated workflows needed to drive predictable growth. If you're looking to empower your new manager with a high-performance outbound system that delivers clear ROI, we can help.
Frequently Asked Questions (FAQs)
What is the purpose of a 30-60-90 day plan?
The primary purpose of a 30-60-90 day plan is to provide a structured, strategic roadmap for a new manager to succeed in their role. It helps them transition smoothly by focusing on learning, contributing, and optimizing in distinct phases. It aligns expectations with leadership, builds trust with the team, and accelerates the manager's ability to deliver value.
How do I measure the success of my 30-60-90 day plan?
Success should be measured with a mix of qualitative and quantitative metrics. Track the completion of your planned activities and initiatives. More importantly, measure the outcomes. This can include KPI improvements (e.g., increased sales, reduced costs, higher team productivity), positive feedback from your manager and stakeholders during check-ins, increased team morale and engagement, and the successful completion of projects you lead.
Can I use a 30-60-90 day plan for remote management?
Yes, absolutely. A 30-60-90 day plan is arguably even more critical for remote managers. In a remote setting, proactive communication and structured planning are essential to build trust and ensure alignment. Your plan should be adapted to the remote environment by explicitly including goals around virtual communication, such as scheduling regular video 1:1s, creating digital "water cooler" spaces for informal chats, and establishing clear protocols for using collaboration tools.
