Constructing a 30-60-90 Day Plan

 

Several situations might explain the need to write a business/action plan that focuses on a particular 90-day period. Commonly this may be during the application process for a new role in sales or management, as part of an ongoing management accountability framework, or a company might require board of directors’ or executive approval to commit resources to a certain opportunity — some marketing initiative, for example, that is outside of its normal scope of activity.

A 30-60-90 plan typically outlines specific activities to undertake within the first 90 days of a role or project, but as outlined above may extend to a defined period within the yearly operating activities of the business.

The first 30 days usually includes articulation of goals and strategies, training (where related to new roles or projects), orientation and getting to know the basics of the project. The next 30 days is for the actual groundwork, and the last 30 days for implementing, reviewing, and control. Below is an outline as to how one may structure a 30-60-90 day plan:

30 Days

The first 30 days of a 30-60-90 day plan, concentrate on orientation or studying the matter in depth and completion of introductory tasks. Possible activities during this period include familiarisation with the internal workings of the company, orientation to the external marketplace and competitive environment, induction training (for new roles/projects), understanding company policy and procedures, reading relevant product literature, striking rapport with key strategic partners, existing and potential clients. For managers, it is important to begin to familiarise oneself with the team, and develop an understanding of the team dynamics, individual strengths and weaknesses.

60 Days

The first task in the 30 to 60 day plan is to review the 30 day plan and ensure tasks are completed and targets met. The core activity during the second 30 days is to prioritise goals, take learnings from first 30 days, and apply these toward accomplishing the appointed tasks/goals.  Make a definite plan of action, and start implementing the same. The overriding approach in the second phase is to fine tune conceptual models and make detailed plans that fit in with overall organisation and strategy. The range of activities depends on the nature of the job or project.

For a marketing job, talk to key stakeholders and make observations to gain practical knowledge and insights. Review customer satisfaction with current channel partners, identify current or potential issues and devise action plans to solve such issues. Gain valuable exposure by joining professional bodies and attending trade meetings. Plan a marketing campaign incorporating all relevant factors and leads. Regardless of the nature of the activity, gaining in-depth product and technical knowledge remains an ongoing activity during this phase.

90 Days

Execute the plans fully in the final 30 days, or the 60 to 90 day period. Fine tune the plans based on operational needs, and competitor reactions. This is also the time to put effective controls in place, and review results to develop overall long term plans. Remain visible, and allocate time efficiently to optimise work schedules.

Review the first two phases and implement the proposals already drawn up. Specific activities again depends on the nature of the role or project. Resolve bottlenecks and contingencies using creativity. Participate in review meetings to evaluate the viability of initial expectations and revise goals and targets as appropriate. Use the results to identify competitive threats and develop plans to counter the same. Create and implement a measurable results call plan considering all variables that manifest during implementation, to monitor and control the progress.

Application

The 30-60-90 plan is a structured approach, and one of the best ways to leverage available skills and execute plans into action. It finds common use in sales and marketing, to develop sales plans for new employees, in management to establish the goals for particular periods, define their strategies and outline the steps they plan to take to meet those goals, in medical professions to develop rehabilitation plans for patients, and more. Many job seekers also research the position and the company, and prepare similar proposals as part of their application process. To this extent, it demonstrates one’s understanding of the job (even if they have no experience) and what it takes to be successful, hence making one stand out as a promising employee. The plans show employers how the applicant can go from a promising prospect into a full contributor.

Developing Stronger Referral Relationships

 

 

Developing strong referral relationships with accountants and other professionals is an important part of building a successful advice business.

Successful relationships with referral sources (accounting or otherwise) are built the same way successful personal relationships are built – slowly. It takes consistent, personal contact over a long period of time, sometimes years rather than months.

Understandably, for the client, the fewer degrees of separation between he/she and a professional adviser, the higher the comfort level.

Third-party endorsements are powerful vehicles and are among your most valuable marketing tools. Referrals cost little to create (aside from your scarce time) and usually bring in the best, most desirable clients. While a referral network can provide a good stream of business, each individual is motivated to refer you work by different factors. It is important to understand these motives, and to respond and accommodate them to the best of your ability.

Here are five keys to building and sustaining a good referral network:

2. Identify qualified referral sources

Identify referral sources. Ask yourself: “Who advises my clients before they contact me?”; “Who is targeting the same type of client with different types of services?” and “Who influences my prospective clients?”

2. Take a long-term approach that focuses on relationships

Take a long-term approach to building a referral source, and focus on relationship quality. Don’t accelerate too quickly through the confidence-building process that accountants need. Potentially take the time to undertake some prototype cases, including a thorough debrief process, which will lay a firmer foundation for the proposed arrangement and generate a deeper level of engagement.

3. Understand needs and motives

Understand the needs or motives of the referral source and how you can help their clients or those they influence. Respond accordingly, or give them new reasons to refer work to you.

4. Create an industry group

Build an industry network group of professionals who are pursuing the same target market. Think strategically, set goals, share information, be patient.

5. Take care of your referral sources

Diarise regular contact with your referral source. “Old-fashioned face time, a regular call program to them, an occasional article on point. Use excuses like developments on the political or economic front to connect with them, to share views, [these] are a few ideas,”

Always remember: referral sources put their own reputation at stake whenever your services are recommended, and thus it is extremely important that you approach your dealings with their referred clients in the same way you would a referral from your top client.

In my next blog, I will talk about some key factors to consider when formally setting up the referral relationship