90 day business plan for sales interview

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Best Practices for 30-60-90 day sales plan

A new sales rep needs time to adjust to a new role, company or industry. Factoring in this period of change is crucial for a seamless transition. A 30-60-90-day sales plan provides structure and guidance when building a sales team .

In this article, we’ll define a 30-60-90-day sales plan and identify why it’s important. We’ll then discuss the benefits and when and how to use the sales plan. We’ll finish with examples and cover post-plan steps.

What is a 30-60-90 day sales plan and why is it important?

A 30-60-90 day sales plan is a three-month strategy designed to onboard new sales team members or sales managers. You can also use it to help guide reps in expanding to new territories or implementing new tools or processes.

The distinguishing feature of the 30-60-90 day plan for sales lies in the name. Each 30-day chunk represents a new area of focus:

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Days 1–30, Learning. Reserve the first month for learning. New hires should learn about the company’s products and services, sales process , geographical area and demographics. This builds a comprehensive picture of the company and the industry.

Days 31–60, Implementing. Design the second month around implementation. Integrate learning as you start tracking sales and performance.

Days 61–90, Improving. Focus the third month on analyzing the actions and outcomes of the previous 30 days. Identify strengths and weaknesses and set goals and plans for improvement.

Why focus is essential in sales and 5 steps to achieve it

Benefits of a 30-60-90 day sales plan

Whether using a 30-60-90 day sales plan to bring on a new hire or to make a great interview impression, an in-depth plan has a range of benefits.

Reduces the pressure of onboarding . A three-month plan clarifies expectations for a new employee. It helps them hit the ground running to ramp up productivity. It also lets them know where to focus their time and energy, minimizing the risk of burnout.

Offers clear goals for sales managers to monitor. When you set goals with measurable outcomes, you help sales leadership track progress. The goals provide a baseline for measuring success and help managers ensure the sales rep’s work aligns with company objectives.

Improves time management. Whether you’re a new manager, embarking on a new sales job or entering new sales territory , getting up to speed quickly can be a challenge. A 30-60-90 day sales plan encourages realistic time management.

Builds trust in a new work environment. A plan encourages conversations with managers and coworkers. It helps create a collaborative environment, building connections and, more importantly, trust in the work environment.

Develops a framework for continuous improvement. A 30-60-90 day sales plan template is a foundation for fast improvement. It also offers a framework for ongoing growth. Leaders can use the sections on implementing and improving as a template for development efforts going forward.

Makes a lasting impression (in the interview process ). Creating a 30-60-90 day sales plan for an interview shows initiative. It can help job seekers stand out in a sea of candidates.

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When to use a 30-60-90 day sales plan

A 30-60-90 day plan is most effective during career transition periods. The “learning, implementing and analyzing” structure is perfect for onboarding. It’s also helpful for continual improvement. Some of the most popular times to use 30-60-90 sales plans include:

Interviewing for a new sales position. Presenting an action plan shows hiring managers a candidate has done their research. It can also provide a great structure for onboarding if they get the job.

In the first week of a new job . A sales manager may provide a 30-60-90 day sales plan within the first week of a new hire’s start date. If a sales plan isn’t part of the standard company onboarding process, new employees may find it beneficial to draft their own.

As a new sales manager . A sales plan can help newly promoted leaders get up to speed so they know how to help their team accomplish company objectives. It can develop great sales managers by helping them make changes and implement feedback without disrupting processes that work.

When improving sales skills. If you’re looking to secure a promotion or boost company sales, a 30-60-90 day plan can help. It lets you create actionable steps with measurable outcomes to improve sales skills .

During times of change. Whether it’s starting in a new territory or switching to new processes or technology, a 30-60-90 day sales plan can help sales reps get up to speed quickly.

How to create a 30-60-90 day sales plan

A 30-60-90 day sales plan should be simple, concise and easy to follow.

It can be much easier to visualize a personal plan by using a template for reference. If you have a connection with a mentor or trusted peer, ask if they are willing to share their 30-60-90 day plan for sales.

What to include in a 30-60-90 day sales plan

While every sales plan will be different depending on intent, there are some basic elements common to all plans.

A focus for each time frame. As mentioned above, each month of the plan serves a different purpose. It may vary from plan to plan, but generally, the focus for each will be along the following lines.

Days 1–30: Learning, where the user spends time getting up to speed with the company and their role in it

Days 31–60: Implementing, where the user begins setting and working toward goals

Days 60–90: Improving, where the user and their manager evaluate performance and make changes

Company values and objectives. The plan should share the company mission and overall sales objectives . This will help the rep or manager align their efforts and keep the company on track.

Clear and measurable goals . Each phase of the plan should outline specific goals. These include learning goals, performance goals and personal goals. They should also be SMART goals – each should be specific, have a timeline to follow and include a way to measure progress and success.

Metrics. You need to know how you’ll determine the success of each phase. Your plan should break goals into activities with set metrics. For example, the goal “Learn about the company’s services” is vital but hard to measure. You can make it easier by breaking it down into achievable chunks with a clear metric:

Study company services for 30 minutes daily

Read a minimum of 30 customer reviews each week

Chat with a minimum of 1 colleague about company services daily

Metric: Able to discuss services on a customer call for 10 minutes without referring to company material

All these elements will help ensure your plan is useful and covers the basics. You can see a sample of specifics you might include in the sales 30-60-90 day plan examples below.

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

The length of a 30-60-90 day sales plan depends on the purpose of the plan.

In an interview scenario, for example, a shorter sales plan is a wise choice. It’s meant just as an overview of the candidate’s approach. It won’t go into the same detail as an action plan produced by the company.

Similarly, an internal employee who’s been promoted to a sales manager role might not need as much detail as an external hire. A longer, in-depth plan that tackles goals on a weekly/daily basis may be beneficial for a new role.

The sales plan should only be as long as it needs to be to cover all the elements listed above. If the plan meets the user’s needs, it is successful.

Sales 30-60-90 day plan examples

A 30-60-90 day plan template can make building a sales plan much easier. Here are examples of plans for new sales reps/job candidates and sales managers.

30-60-90 day plan: New sales reps/job candidate example

A 30-60-90 day sales plan created for a job interview contains much of the same DNA as a plan for a new hire.

Though plans created for the interview process may be shorter and less detailed, both share the same information. We’ve combined the two below to create a comprehensive plan for new hires.

Phase 1 (Days 1–30)

Complete all company sales training and onboarding tasks

Learn the company’s mission values and goals

Learn the names and roles of people within the team/company

Familiarize yourself with all company products/services

Research company target markets

Generate ideal customer profiles

Become familiar with the company’s competition/rivals

Phase 2 (Days 31–60)

Shadow a different member of the sales team each week

Mock selling calls with colleagues and managers

Communicate with leads to gain sales experience

Record all sales activities

Set sales goals

Create a customer list and begin optimizing

Phase 3 (Days 61–90)

Review your sales record and identify both strong and weak areas

Create sales goals for the upcoming month

Repeat and optimize strong sales areas

Trial new techniques and strategies for weak sales areas

Create a daily structure to maximize productivity

Set up meetings/calls with regional managers to discuss progress

30-60-90 day plan: Manager example

Although the plan follows a similar format, a 30-60-90 day plan for a manager is different from a new sales rep plan. It focuses more on building the team and understanding/improving processes. The goal is to improve at managing a sales team .

View each phase of the plan in detail below.

Complete all company training and onboarding tasks

Get to know each of your direct reports

Create connections within the company

Observe current workflows and document inefficiencies

Identify any sales management tools you may need (e.g., a CRM)

Familiarize yourself with team structure and individual strengths/weaknesses

Research your company’s competitors

Request company/managerial feedback from employees

Make one minor feedback-focused change

Request feedback from initial minor change

Identify gaps in the team (skillset, software, etc.)

Build data-driven reports for sales data

Create report-based sales goals for the month ahead

Make a minimum of one feedback-focused change

Request feedback on further changes

Set up meetings/calls with sales team members to discuss progress

Using the customer journey to achieve sales success

Best practices: Use software to create and track a 30-60-90 day plan

Building a sales plan takes time. The right tools can make planning and tracking goals much more efficient.

A solution like customer relationship management (CRM) software has a range of sales reporting and analytics tools that can help you determine goals and measure success, all under the same digital roof.

Here are some of the features to look for and how they can help:

Dashboards . Visual data representation can show you where performance is on track and where there may be room for improvement. Customize and share dashboards with others in the company to keep sales leadership and team members in the loop.

Customizable activities and goals . A CRM allows you to create goals based on deals or activities. Tracking these activities helps you know your reps have everything they need to do their jobs.

A good CRM will let you set goals and watch your team’s performance. You’ll see when a new hire is succeeding or is falling short of the mark. This will enable you to step in and make adjustments, like offering tailored training or extra coaching.

Sales forecasting . Forecasting can also help you set useful milestones. Users can create a clear sales forecast, view projected revenues and put numbers to the goals. Knowing what to expect can help you understand which deals and activities your reps should focus on to reach your sales targets .

Reports and insights . A CRM solution will generate reports that help you set and measure goals. Customize the metrics to measure a new hire’s progress on targeted KPIs.

For instance, generate reports that tell you which accounts bring in the most revenue. Get a clear understanding of progress by viewing reports on individual and team performance. See how many opportunities reps win or lose and understand why.

What next? How to follow up on a 30-60-90 day plan

The rigid structure of a 30-60-90 day plan provides a safety net for those in a transition period. It can also support ongoing growth as you continue the process beyond day 90.

You can repeat the two later phases of the plan (days 31 to 90) to put new goals into practice and evaluate as necessary.

Managers or new hires can modify the model to keep implementing and improving in 30-day cycles.

Final thoughts

From the interview process to the third month on the job. The 30-60-90 day sales plan is one of the most valuable tools for salespeople .

Whether you’re new to the industry, changing companies or refocusing a territory, a clever sales plan can make for a painless transition. Use software to keep track of your goals with data-driven visuals and make smart decisions faster with trackable metrics.

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How to Write an Effective 30 60 90 Day Sales Plan (With Template)

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If you’re interviewing for a field sales position you may be asked to provide a 30 60 90 day sales plan. Or, your new sales manager might create one for you. This plan helps a new or potential employer evaluate a candidate or new hire’s ability to prioritize, understand how they define success, and discern whether they fully understand the scope of the job.

So what is a 30 60 90 sales plan, and what should it include? Read on to learn how to create a three-month sales plan for any outside sales career.

What is a 30-60-90 Day Sales Plan?

A 30 60 90 day sales plan explains the measurable goals for a new hire’s first three months on the job and demonstrates their commitment to personal accountability. More importantly, a 30 60 90 day plan shows management that new hires will be focused on results, even during the onboarding process.

Ultimately, the plan helps sales reps and managers agree on what success will look like in the first 30, 60, and 90 days. It leaves very little ambiguity for measuring a successful transition.

Why Do You Need A 30-60-90 Day Sales Plan?

Sales managers and new sales reps both benefit from a 30 60 90 day sales plan, because it documents progress, challenges, and wins.

Sales leadership can use this plan to ensure sales team members are growing in their role, and to identify any need for additional training or guidance. For both managers and employees, documenting goals and accomplishments is helpful for the sales performance review process — both parties can see details that they might’ve otherwise forgotten over time.

What to Include in a 30-60-90 Day Sales Plan

Whether you’re creating one for yourself or for a new employee, each phase of your 30-60-90 day plan should detail a specific focus, priorities, sales goals, and a plan for measuring success.

Consider the following when creating your plan:

Align with sales team goals

To set your own priorities, you must first understand your company mission and team’s goals. These are typically defined by management.

During the interview process, ask questions about sales team goals, the strategy for achieving them, and what success looks like for the new sales team members.

Measure progress and success

A plan is not a plan without a clear way to measure success. Include a way to measure each objective in your 30-60-90 day sales plan. Depending on the activity , your goals should tie to one of the following:

• What you’ve learned
• How well you’ve adjusted and integrated into your new sales team
• How ready you are to perform your role without extra support

If, like most successful sales professionals, you have at least one mentor you can count on for advice, ask them to share their own 30 60 90 day sales plan example with you for inspiration.

Five Scenarios That Call for a 30-60-90 Day Sales Plan

A 30 60 90 day sales plan takes some time to put together, but you won’t have to do it often. Following are four scenarios in which you may need to create such a plan:

During the interview process

Most sales job interviews today involve multiple steps and stakeholders — from the initial screening and job interview with an HR generalist, to the final meeting with high-ranking decision-makers. If you clear the first hurdle in the hiring process, you should start working on your sales plan.

A hiring manager may informally ask you how you would approach your first 30, 60, and 90 days on the job. That’s your opportunity to make a great impression — instead of simply answering the question, you can present a copy of your formal plan that shows the hiring managers that you’re thinking ahead and serious about the job.

First week on the job

In some cases — especially a new sales position or if you’ve earned an internal promotion — you may not need to present a 30 60 90 day sales plan until your first week on the job. Even if you’re not asked to provide a plan right away, doing so can help you demonstrate your commitment to your new role.

New territory assignments

If your role is expanding to include management of new territories , create a 30-60-90 day plan for new sales territory areas . Your plan should define geographic boundaries for territories, which sales reps are responsible for those territories, and the metrics you’ll use to evaluate territory performance.

Onboarding new sales managers

A 30 60 90 day sales plan is also useful if you’re onboarding a new sales manager. You can show new sales managers what sales processes or systems they’ll be learning about in the first 30 days, define expectations for the first three months, and explain how you assess performance and communicate feedback.

Building Sales Skills

Companies may expect their new sales reps to be continuously improving upon their skills — and to identify opportunities for doing so. Once you’ve settled into your new role, you might need a new 30 60 90 day sales plan that defines:

• How you’ll research new technology that improves your efficiency
• Your timeline for implementing new technology
• How you’ll share new knowledge with your team

You might also use a three-month sales plan to outline your goals for improving your sales strategy, and the sales quota you’re aiming for.

Key Steps for Writing an Effective 30-60-90 Day Sales Plan

Ready to get started on your plan? Follow these action steps:

1. Create an outline. Begin by sorting your ideas based on each 30-day increment:

• Onboarding/learning (first 30 days)
• Executing your plan (days 31-60)
• Improving upon your plan (days 61-90)

2. Define your goals. Be ambitious — but realistic — about what you want to achieve personally, and on behalf of your employer, in your first 90 days on the job.

3. Define your metrics. How will you measure your goals? In the first 30 days, your “metrics” may be as simple as “Review employee onboarding videos,” or “Complete CRM platform training.” Metrics will tend to become more granular as you settle into your new role.

The details of your plan will depend upon your role. For example, a 30 60 90 day business plan for sales managers is likely to be more external-facing, with a focus on how to learn about the daily routines of your direct reports. If you’re joining a company as a new territory sales rep, your 30 60 90 day plan should focus more on how you will develop your skills.

Milestones for a 30-60-90 Day Sales Plan

Now that you understand the value of a 30-60-90 day sales plan, let’s talk about the appropriate milestones for each phase.

30-Day Plan

You’re starting from scratch, and should begin by answering, “What does success look like in the first 30 days?”

In many cases, the first 30 days should include completing your company/role training plan, understanding the target market, mastering the company’s products or services, and getting to know your colleagues.

Here’s a sample checklist of points s to consider for the first 30 days:

• Have you completed all required company training?
• Do you understand the high-level priorities for your company and team?
• What are the goals your company plans to achieve in the next year?
• Do you have a complete understanding of the target market?
• Do you understand your company’s key products and/or services?
• Do you understand what makes your company unique?
• Do you understand the competition?
• Have you developed connections within the organization?
• Do you have a clear sales plan?

This part of the plan should be heavy on information gathering.

For each of the items in the plan, and any others you add, schedule weekly checkpoints to track progress. This may be a 1:1 with your manager or mentor. At the end of the first 30 days, be prepared to report back on your completion of the plan.

If you didn’t complete a key commitment, that’s OK. As you become more familiar with the job, items on your list may be deprioritized and rolled into the next phase.

60-Day Plan

During the second month, new sales reps are able to spend more time in the field. During this phase of the plan, the focus should be getting to know the market, nurturing relationships with prospects and clients, and understanding the customer experience, including what’s working well and where the team can better support customers.

During the 31-60 day period, you should ask for feedback from your manager, sales team members, and customers about what you’re doing well and what you can improve.

During this time, you should also be looking for opportunities to learn from your peers and identifying ways to work more efficiently. This shows your sales manager that you are eager to keep up with the team and that you want to help move the company forward.

Here’s a sample checklist of points to consider for your 60-day plan:

• Have you introduced yourself to key clients and prospects?
• Have you completed a customer experience and satisfaction review?
• Have you participated in adequate job shadowing with peers and management?
• Have you completed all formal training requirements?
• Have you started developing new leads ?
• Do you have a tool to help you map out sales routes ?

By the 60-day checkpoint, you should be able to show that you can handle the workload and that you’re ready to succeed on the team. Between days 31 and 60, you should have enough of an understanding of the business to speak up, ask questions, share ideas, and engage in discussion.

90-Day Plan

Days 61-90 are all about building on what you learned during the first 60 days and making an impact. This may mean you start optimizing your prospect list with larger, more strategic clients. It may also mean revisiting cold leads to see whether you can initiate new conversations.

Your plan for days 61-90 should cover how you’ll establish and build relationships with clients and prospects, as well as how you’ll implement feedback to become better at your job and help support your team.

Here’s a sample checklist of points to consider for your 90-day plan:

• Have you met all key accounts and started developing relationships?
• Have you started prospecting for new leads?
• Have you actively asked for feedback from your peers and management?
• Have you used feedback to adjust your strategy and approach?
• Have you established a schedule that works for you, your clients, and your team?
• Have you established credibility within the team?
• Do you feel successfully “on board”?

At 90 days, you should feel confident in your new role and sales position. While nobody will expect you to be a seasoned expert, you should know enough to perform critical sales tasks without a lot of guidance.

4 Common Mistakes to Avoid When Building A 30-60-90 Day Sales Plan

You should be off to a great start in developing your 30 60 90 day sales plan. But, as with anything, things can easily get derailed.

In this section, we’ll cover common mistakes and how to avoid them.

1. Failing To Include Details

As you’ll recall, the most important function of your plan is to clearly outline your objectives . Make sure that your plan has no room for misinterpretation. Include specifics in your plan such as dates, percentages, and other figures.

2. No plan to measure success

It’s not really a plan if there is no way to measure success. Within each phase of your plan, be specific about what constitutes successful completion of a task.

3. A fixed mindset

When you start a new role, you have a lot to learn. By the time you start executing a plan, you’ll likely find some of your assumptions incorrect, and you’ll need to adjust the plan accordingly.

Don’t let this bog you down, or worse, stop you from following through. Make sure your plan is flexible enough to make adjustments as needed.

4. Not Following Up With Your Manager

A 30-60-90 day sales plan requires ongoing two-way communication between employee and manager. Without ongoing feedback, there’s no way to know if you’re truly meeting expectations.

Ready. Set. Plan.

Your 30-60-90 day sales plan should serve as a tool to establish yourself in a new role and organization, and to promote your growth and development.

Coming to the table with a plan is the best way to hit the ground running, build credibility, and show team members you are eager and prepared.

Questions or comments? Contact SPOTIO at [email protected] or comment below.

SPOTIO is the #1 sales acceleration software designed to increase your revenue , maximize your profitability , and increase your team’s productivity in just 2 weeks.

Want to see a product demonstration? Click here to see how SPOTIO can take your sales game to the next level.

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Free 30-60-90 Day Plan Template for Interviews

By Biron Clark

Published: November 8, 2023

Interview Preparation

Biron Clark

Writer & Career Coach

One of the best ways to stand out in your interview is to create a 90-day business plan (also called a 30-60-90-day plan) to show employers how you’ll help them in the first three months on the job.

Having a plan to learn the job and succeed quickly is going to set you apart from other candidates and make you more attractive to employers.

Let’s look at how to create a plan that will land you the job…

How to Create a 90-Day Business Plan for Job Interviews

I recommend splitting your 90-day business plan into three sections: 0-30 days, 30-60 days, and 60-90 days.

So we’ll actually be creating a 30-60-90 day plan.

We’ll divide it into three periods, and you’ll outline different goals and milestones for each of the first three months.

I’ll help you do this below.

If you prefer to lump everything together into a single 90-day period, that’s fine too.

What to Write About in Your 30-60-90 Day Business Plan

In your business plan, you want to show the interviewer the following:

• You understand what the job involves
• You’re capable of quickly learning and performing the job duties
• You’re motivated to learn and do the work
• How you plan on learning and succeeding. Which specific steps will you take to reach your goals?

So let’s look at each 30-day period now, and what should go into each…

The First 30 Days

In the first part of your business plan, you’ll want to focus on training/learning.

The company likely has a training program (if you’re not sure, this is a good question to ask in the interview ).

So what is your plan to make the most of their training, and get up to speed quickly?

This could include reviewing and studying at home each night for the first week, staying 30 minutes late to review what you learned each day, finding a teammate to have lunches with, or finding a fellow new hire to review with (if you’re in a training class with multiple people).

Other things to talk about in the first part of your plan:

• How will you learn about the company’s products/services ?
• If you’re new to this industry, how will you learn the industry/market overall?
• How will you learn this company’s systems and procedures? (They might have an employee booklet you can review, so include some time to review this in the first 30-day period of your business plan.

Your goal in this section is to show them you have a detailed plan and a lot of motivation to learn the basics of the job and understand how they operate quickly.

The Next 30 Days

The next 30 days should focus on how you’ll learn and improve by “doing”.

By now, you should be able to start using what you’ve learned to perform some of the job duties on your own.

You might be interacting with team members, customers, etc. (this will depend on your specific position)

And while learning is still a focus here, you want to show them that you plan on being ready to work hands-on and learn in a real-world environment.

Also, a big part of this section should be getting feedback from your manager to see how you’re progressing.

What is your plan for checking in, receiving and organizing feedback, and using it to improve?

Most new employees wait for their manager to set up a meeting to review their performance…

Show the interviewer that you’re different – that you’ll take initiative and be responsible for this yourself.

Employers love when a job candidate seems proactive and self-starting.

The Final 30 Days

In the final 30 days of your 90-day plan, you want to show the interviewer that you’ll be ready to use everything you’ve learned to work independently.

You’ll be up-to-speed, contributing to the team’s efforts, and not requiring any more supervision/help than anyone else on the team.

You may also want to talk about ways you’ll go above and beyond the basic job duties now.

This could include looking for processes that can be improved, finding new ways to help the company get more customers, etc.

Also, you can still include steps for getting feedback and continuing to improve.

But it should be less of a focus here. The main focus now should be on contributions, independent work, and “taking off” with what you’ve learned.

What will you be able to do for them? What will you be contributing after 90 days?

Using S.M.A.R.T. Goals

When talking about a specific goal or objective in your 90-day job interview plan, try to use SMART goals whenever possible.

SMART goals are:

Saying, “I plan on being very good at serving customers after 90 days,” doesn’t say much.

However, it sounds a lot more impressive if you say something like, “At the 90-day mark, I plan on achieving 120% of the monthly goal for customer service calls taken, and I will achieve a customer satisfaction rating of 98% or greater.”

Using “Learning Goals” and “Performance Goals”

One strategy I’ve seen used very effectively is to divide your main goals for each 30-day period into two different categories: Learning Goals and Performance Goals.

You’ll have more Learning Goals than Performance Goals in the first 30-day period.

Then, as you move through the plan, you’ll gradually shift to having more Performance Goals, and fewer Learning Goals (but still some!)

You can also add one or two personal goals, such as having lunch with one new team member per week, or visiting the gym after work two nights per week to stay healthy.

Don’t worry if this sounds complicated. Coming up soon I’m going to show you a full example of a 90-day plan for your interview, that you can copy. 

And in that sample business plan, you’ll see the three different categories laid out (Learning Goals, Performance Goals, and Personal Goals).

Creating and Formatting Your 90-Day Plan

If you’re comfortable making a good-looking document in Microsoft Word, Google Docs, or some other word-processing software, feel free to use that to create your 30-60-90 day business plan.

Otherwise, I’d recommend using Canva.com .

The website has great templates for creating a PDF, and it’s free to use. I use it myself for creating images and PDF guides for this blog .

Make it EASY to Skim and Read

I’d keep the whole document to 1-2 pages maximum.

It’s an outline/presentation, not an essay. 

Try to avoid long paragraphs and giant blocks of text with no spacing.

Make it skimmable and easy to read.

Use headers, bullets, etc.

Here’s a full example of how you might lay out your 90-day plan…

30-60-90 Day Plan Template/Example:

0-30 Days: (Write your main focus and objective here. The priority should be learning and getting up to speed on the basics as quickly as possible. What will you need to learn to perform well in the job, and how will you learn it?) Learning Goals: Learn the company’s entire product offering Study the top 3 competitors’ product offerings to understand strengths/weaknesses Review training manual, and bring any questions to direct supervisor before the end of month 1 Listen to at least 4 sales calls per week with senior team members Learn all industry terminology so I’ll be ready to communicate effectively with prospects and customers Meet with supervisor at the end of each week to discuss progress, questions, and results achieved Performance Goals: Score 100% on the training manual examination on week 3 Personal Goals: Get coffee with each team member before the end of the first month 30-60 Days: (Write your main focus for the next 30 day period here. You should still be learning, but the focus now shifts to taking what you’ve learned and using it in the real world. You want to start doing the work and learning through experience). Learning Goals: Continue listening to 4 sales calls per week with senior team members Find team members to listen to at least 10 of my sales calls per week and provide feedback Meet with supervisor twice per week to ensure I continue learning and progressing as quickly as possible. This will include reviewing my sales call results and the tactics I’m using and working on as I listen to team members Take one free LinkedIn Learning course to improve my sales skills outside of work hours Performance Goals: Conduct a minimum of 12 sales calls per day Convert one sales call per week into a customer Qualify leads and do thorough research of potential clients before calling, so that at least 80% of prospects I speak with are fully-qualified for our products Follow up with each potential prospect/lead within four business days of initial conversation Personal Goals: Have at least two lunches with Supervisors or Team Leaders from other departments to grow my network and better understand how other areas of the organization work. 60-90 Days: (Now you’ll want to show that you’re ready to produce at a high level and be a valuable member of the team. Your learning is never fully done, but this section should talk far less about learning, and really focus on demonstrating what you’ll DO for the employer after 90 days on the job.) Learning Goals: Meet with supervisor once per week to track progress and continue learning sales tactics Performance Goals: Conduct a minimum of 25 outbound sales calls per day Convert 4 sales calls per week into customers Qualify leads and do thorough research of potential clients before calling, so that at least 90% of prospects I speak with are fully-qualified for our products Ask for referrals after each completed sale, and/or after determining a sale is not going to occur. Goal: Obtain five qualified referrals per week and contact each referral within 24 hours. Personal Goals: Join the gym and go every Monday, Wednesday, Friday for one hour minimum.

You can alter this example however you want. This is just one way to set up your 30-60-90 day plan for a job interview.

If you invest the time into creating a plan like this, it will make you stand out and will boost your chances of receiving a job offer.

And once you’ve created a template for yourself, you can re-use it for multiple interviews by changing the basic details to match each job.

How and When to Show Interviewers Your 90-Day Plan

The best time to mention your 90-day plan is at the beginning of the interview.

As you sit down, mention that you brought it by saying something like this:

“By the way – I put together a 90-day plan demonstrating some of the ideas I had for what I could accomplish in the first 3 months in the role. Whenever you think it fits well into the conversation, I’d love to show you some of what I was thinking.”

Now they’re immediately impressed with your preparation and effort, and they can decide whether they want to look at it immediately or discuss your 90-day plan later in the interview.

Either way, you won’t have to constantly think about finding the right to mention it, and you’ll make a fantastic first impression to begin your interview. 

The “Hidden” Benefit of Creating a 30-60-90 Day Plan for Interviews

The steps and free template above involve some work, so you may be thinking, “Is it really worth creating my 30-60-90-day plan for my interview?”

In case you’re on the fence, here’s one of the biggest benefits that you may not have realized.

Creating your plan doesn’t just show hiring managers you’re motivated and ready to hit the ground running.

It also better prepares you for the interview, and for responding to all of the questions that they’re planning on asking you.

You can’t create a 90-day plan without researching the team and company, reviewing the job description, etc.

So you’re going to have a big advantage throughout the interview in terms of showing your new manager that you grasp the role and know what’s needed in the first 30 days, 60 days, and beyond.

You’ll be able to ask better and more unique questions in the interview , too. While other candidates are asking simple questions like, “What is the company’s mission?” or, “What are the typical working hours?” you can ask advanced questions like:

“As mentioned in my 90-day plan, I’d like to be able to contribute <key goal> within the first 60 days. To do that, I’ll need to absorb as much information as possible in my first month. Can you share a bit about what type of training is provided to new hires, and what type of feedback I’d get from my new manager and team as I learn the fundamentals in those first 30 days?”

The bottom line is:

By creating a 90-day plan for your job interview, you’ll not only impress the hiring manager with your effort, but you’ll also be much better prepared for the interview as a whole so that you can land a new job faster.

Employers will see that you’re focused on being a high performer when starting a new job and that you’re already well-informed about the role and their needs and ready to contribute at a high level as soon as you’re hired. This will impress any hiring manager.

About the Author

Read more articles by Biron Clark

4 thoughts on “Free 30-60-90 Day Plan Template for Interviews”

Thanks for the generous guidance. I have a job interview coming and they said they will send me the topic for creating a 30-60-90 plan the day before the interview, but never created one before, so this was very, very useful!

Is there a template please that you have

This is very timely information. I was asked to bring a 90 day plan to my face to face interview later this week. Thank you!!

Hello have you got an example of your presentation x

Comments are closed.

How To Create a Winning 30-60-90 Day Sales Plan (+ Sales Plan Template)

You’ve got a job interview for your dream sales job.

You have the experience and a track record of success. The only thing between you and your offer letter is your (hopefully) future sales manager.

Impress them with your exceptional selling skills and expertise, and you’ve got the job.

But the question is: how?

This Salesman.org sales plan template guide will show you how to put together a winning 30-60-90 day sales plan to impress your sales manager with your sales knowledge and expertise and nab your dream sales position.

What Is a 30-60-90 Day Sales Plan?

A 30-60-90 day sales plan outlines the measurable goals for your first three months on the job. Think of it as your personal value proposition that shows your superiors you’re a self-starter and helps you be laser-focused on achieving results.

It expands on what success looks like in the first 30, 60, and 90 days, respectively. The idea here is to lay out your clear-cut plans for measuring a successful transition and keeping everyone focused in the right direction.

Why Do You Need a 30, 60, 90 Day Plan?

Your dream sales job is also somebody else’s dream job. This means you have to stand out in your interview and make sure the hiring manager can see what a great addition you can be to the organization.

The only way to do this effectively is to create a sales plan that shows your vision of the future of the sales territory or customers you’ll be taking over. It should outline your interaction with your sales team, sales strategies, sales cycle, target audience and revenue goals.

Each aspect of your 30-60-90 day sales plan should detail a specific focus, your priorities and goals, and a plan for measuring success. Getting this right will help you maximize your progression into a new role by identifying potential partners to sell two and establishing a general framework for success.

Here’s are the biggest benefits of developing a 30-60-90 day plan:

• Creates a clear focus for your first 90 days on the job, boosting your productivity and maximizing results
• Ensures your goals are set properly in your 30-60-60 day plan, letting you integrate quickly and smoothly into the organization
• Proves you’re capable of self-management and achieving goals and are an employee worthy of development.

If you bring in a well-thought-out plan into a job interview , you’ll have an advantage over other under-prepared candidates, significantly improving your chances of getting hired.

Other Scenarios Where Having a 30-60-90 Day Sales Plan Makes Sense

Putting together a 30-60-90 days sales plan takes time and effort, but the good news is you don’t have to do it often. When you write a sales plan it becomes a sales tool that can be used over and over.

Besides the interview process, you can also use your sales plan for the following circumstances:

Scenario 1: First Week on the Job

You got a brand-new job—or maybe you’ve earned an internal promotion.

Regardless of the circumstance, you should create a 30-60-90 days sales plan within the first week on the job. Doing this will demonstrate your commitment to your new role and give you a well-defined plan to ensure you’re off to a good start.

Scenario 2: New Territory Management Assignments

If your company follows the territory management approach, creating a 30 60 90 day plan for new sales territory is a no-brainer.

Your plan should clearly define geographic boundaries for territories you’re responsible for and the metrics you’ll use to evaluate territory performance. It should include any new business goals, changes in the company mission or types of sales that you'll be making.

Steps To Create a Winning 30-60-90 Day Sales Plan Template

Next, let’s understand how you can draft an effective 30 60 90 day sales strategy plan.

Step 1: Know Who You’re Creating the Plan For

You should know who you’re making the plan for. This involves thinking from the perspectives of two stakeholders: your team and you.

A) Align Your Plan With Your Organization’s Goals

Understand your sales team’s priorities and goals and align your sales plan with them.

For a job interview, try to connect with a salesperson already working with the company on LinkedIn. Strike a polite conversation and ask them what goals they’re being pushed towards corporately.

If you’re new on the job or handling a new territory, speak to your sales manager and ask them about goals that matter most to the organization.

Find out current revenue targets, sales and marketing initiatives and any strategies and tactics that are working for the sales team.

B) Identify Your Own Priorities

What are your current priorities and personal goals? 

Do you want to earn more money? Or do you want to focus on building now to set up your territory for even bigger successes? Maybe you want to position yourself as a legendary adviser for all things sales.

You must identify your own priorities before you start building your 30 60 90 day plan. This will give you a clearer perspective on how to approach things and set yourself up for success.

Do you want to install new sales tools, motivate your team or start pushing a new product or service? Creating your sales plan can reduce the time to implement a more effective sales action plan.

Don’t worry; we’ll also share a super-easy template you can follow and ensure better outcomes.

Step 2: Figure Out How to Measure Your Success

Now that you know your sales goals, your next step is to measure progress against those goals.

In the words of Peter Drucker, “If you can’t measure it, you can’t improve it.” When you know how to measure success, you can improve your plan further by identifying and eliminating weak aspects.

Here are a few tips to help you get started on the right track:

• Gain in-depth knowledge of product features
• Have the ability to demo the product at a high level
• Have built key relationships built-in potential growth accounts
• Developing a more targeted customer profile
• Become known, liked, and trusted with all current partners
• Improved sales performance or increased sales activities
• Have a list of 100 potential partners to prospect over the next 12 months

Step 3: Draft Your 30-60-90 Day Plan Breakdown

At this point, you’ve already done most of the hard work.

You can now focus on documenting the information you currently have to create a more formal 30-60-90 day sales plan that you can then share with your sales manager. For each section of your plan, ask yourself “what does success look like?“.

Note: We’ve also added critical questions below to help you create a more impressive sales plan.

Stage 1: 30 Days

As mentioned, the first step is to ask yourself what success looks like after 30 days are complete.

When applying for a job, success in the first 30 days is likely completing your onboarding and training process successfully. In addition, you can also add the following criteria if you want to be more specific:

• Understanding corporate priorities, new roles and responsibilities
• Intermediate knowledge of key products and services
• Knowing the product's position in the market vs. the competition
• Developing key connections within the organization with customer support, sales leadership, team members etc
• Going through previous rep's sales CRM data and outlining a few key accounts to target

The 30-day section of your sales plan should define your success goals and briefly explain how you plan on achieving them. It should also share how you‘ll know you’ve been successful in meeting these goals. 

Let’s explain this using an example.

• Success goal: Having intermediate knowledge of key products and services offered by the organization.
• To complete I will: Spend an hour every week with the product specialist for each product and have them quiz me on my knowledge.
• I will have success if: In the 30-day review meeting with my sales manager, they can quiz me about our product range like a potential partner would and I can answer their questions confidently.

This will allow you to show off your self-starting nature and help you understand your responsibilities better.

Be sure to schedule a meeting with your sales manager to discuss successes and any issues you had during the 30 days before moving on to the 60-day and 90-day time periods. It’ll make the transition smoother.

Stage 2: 60 Days

With the first 30 days up, you have to amp up your sales efforts in the second month.

You’ll be spending more time in the field or talking to potential partners at this stage. Keeping this in mind, you should understand your marketplace and products at a high level. Regardless of what you’re selling, after 60 days of being immersed in it, you should know everything related to the offering—big or small.

Another good tactic is to role play with co-workers and shadow your senior sales professionals to understand their sales processes and approaches.

Here are some pointers to include in the 60-day section of your sales plan. Notice how some of them are mandatory, while others are more flexible depending on your role, experience, and onboarding process.

• Started developing at least five new leads — Mandatory 
• Have shadowed the top two performing sales reps in the company — Mandatory 
• High-level understanding of key products — Mandatory 
• Completed role-playing sessions with other sales professionals in the team
• Have contributed to a sales meeting by adding value to the conversation
• Completed all formal sales onboarding or training that needs to be done

Of course, these objectives will vary depending on why you’re drafting the 30-60-90 day sales plan. For instance, if you’re an experienced sales professional who has been recently assigned a new sales territory, your success criteria will look something like this:

• Knowing your target territory — Mandatory 
• Setting measurable and realistic setting goals — Mandatory
• Developing a territory management plan — Mandatory
• Recording daily development in CRM
• Attending meetings with other sales professionals

Information overload, we know. But getting this step right will help you achieve greater success. Plus, once you get the hang of things, everything will become easier. 

Stage 3: 90 days

This is where you hit the ground running.

Your 31-90 day plan sets out what you’re planning on doing for the rest of the time in the specific sales role. Here, you should have an optimized prospecting list and have your foot in the door with at least a couple of potential new key accounts. 

Only a few things can go wrong at this point, which might stop your 30-60-90 day sales plan from being fabulous. Don’t worry, though. We’ll cover 30-60-90 day sales plan mistakes later to make sure all your hard work pays off.

At this point in your new sales role you should have a lead generation strategy, be on top of all the new sales enablement tools and content, understand your customer pain points and have a few new customers on the go.

At the 90-day meeting with your sales manager, discuss any 3-4 points from the following success criteria:

• Clear and optimized prospecting list in use — Mandatory
• Daily schedule established for prospecting, following up and staying on top of everything else — Mandatory
• Become a solid member of the team — Mandatory
• Had at least one round of feedback on performance from the sales manager
• Closed at least a couple of deals without too much babysitting from others
• Foot in the door with a couple of exciting key accounts

And that’s it! That’s how you create a solid 30-60-90 day sales plan.

Mistakes To Avoid When Creating a 30-60-90 day sales plan

The whole point of creating a 30-60-90 day sales plan is to give you a clear direction in your new sales role. But there are a few errors that may make it less effective…

Mistake 1: Not Including Success Measurement

We get it: you don’t want to make promises you can’t keep. But not including specific ways of measuring your success on your sales business plan is a huge red flag that may cause your sales manager to question your capabilities. 

You must be willing to put your money where your mouth is. So make sure you include measurable success criteria for each section of your 30-60-90 day sales plan.

Mistake 2: Making an Ambiguous Plan 

Planning is about being specific and granular. 

If you’re going to be ambiguous, your plan isn’t going to inspire confidence in your new sales leadership role and may fall flat.

Sales managers want to see numbers and progress towards a target rather than vague business strategy and generic sales plans.

Mistake 3: Lack of Sales Manager Follow-ups

Similar to how following up is necessary to win deals, holding meetings with your sales manager is important for improving your 30-60-90 day sales plan and self-improvement. Don’t forget to schedule meetings with your sales manager at the 30, 60, and 90-day points to review your progress and ask for advice on your sales process.

30 60 90 Day Sales Plan Template

As promised, right click and save as to download your 30 60 90 day sales plan template . This free template will take you through the process of creating a sales plan.

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The Complete 30-60-90 Day Plan for a New Sales Territory (Plus Templates for Interviews and Managers)

Oct 11, 2020

A new sales position can be daunting. After all, you’ve just been entrusted with a big bucket of potential, and it’s your job to turn it into gold (. . . or revenue, but you get it). It’s your name on the spreadsheet, your prospects to win or lose, and your commissions for the taking.

Working with new leadership can be daunting too, since they want to make sure that you are on the same page with the company. It’s hard to prove that you are doing your job while you are still trying to learn the ropes and your metrics need time to line up with your colleagues.

No pressure, right?

During these critical early days, a game plan is essential. An organized schedule can help you prioritize all the vital tasks and adapt to your new environment. That’s where 30-60-90 day sales plans come into the picture.

A sales plan can help you figure out exactly how you will best execute your new position. For sales reps, it also helps take the pressure off of sales management with clear timelines and goals that they can monitor. For leadership, coming up with the right sales plan will make sure that sales reps are completing what they need to be successful and ensures that everyone is on the same page.

We’re going to show you how to build out a strategy that will help you go from getting the territory to absolutely crushing it in just three months . And the best part is, you even will know when to implement what .

Here’s what you need to know about 90 days sales plan and 30-60-90 day sales templates to get you started.

Table of Contents

1. What Is a 30-60-90 Day Plan?

2. When to Use a 30-60-90 Day Sales Plan

3. How Long Should a 30-60-90 Day Sales Plan Be?

4. 30-60-90 Day Plan Templates for Better Sales

Template #1: 30-60-90 Day Plan for an Interview

Template #2: 30-60-90 day plan for a new sales territory, template #3: 30-60-90 day plan for managing a new team.

5. Day 91: What Now?

What Is a 30-60-90 Territory Plan?

Simply put, a 30-60-90 plan is when you strategize action steps and goals to accomplish in the first 30, 60, and 90 days of a new sales territory or position.

The plan is helpful not only for keeping yourself focused on specific targets but also for keeping your manager in the loop. The truth is, managers love 30-60-90 plans. Often, hiring managers will even ask potential sales reps to lay one out in their interview process. It’s good stuff.

There’s not a single “right way” to do these plans. But generally, they’re broken down like this:

• Days 1 through 30: Learn all you can
• Days 31 through 60: Put a plan into action
• Days 61 through 90: Make the plan better

Getting down to the details and being on the same page with your manager is a fantastic way to avoid stresses down the road for all parties. For example, if your manager knows you have a big push planned for days 31 to 60, then they’ll be able to take a breath and give you a bit more space to get acquainted with your territory from 1 to 30.

Alright, now that you know what we’re talking about, let’s get into it.

When to Use a 30-60-90 Day Sales Plan

A 30-60-90 day plan is useful for mapping out the transitions in your career. Whether starting, taking on new responsibilities, or ready for growth, you can tailor your plan to meet whatever your environment. How you want to structure your sales plan depends heavily on what you want to use it to achieve. Some of the most common times that a sales plan is used include:

Interviewing for a New Sales Position

You nailed the initial interviews, have the experience and references to land a great sales job. As you enter the final round of interviews, though, you’ll be up against other candidates that are just as likable and qualified as you. A sales plan is a great way to highlight exactly what you can bring to their company.

It’s common for hiring managers to ask about a sales plan, and it’s a critical way for you to distinguish yourself from the other candidates. Often, the manager may casually ask what your plan is for the first 30, 60,  and 90 days on the job. In most cases, you would benefit from having a formal plan drawn up to show that you have carefully thought through how you will tackle the job.  Done well, a sales plan will enable your hiring manager to view you in your position and what would make you excel in the company.

On a New Job

Another situation that you may find yourself crafting a sales plan is early into a new job, typically during the first week. Outlining your 30-60-90 day plan will allow you to communicate with leadership so they understand how you operate and how they can best support you during the onboarding and ramp-up process. It is also a chance for you to discuss how your goals align with the company goals and discuss any questions or concerns you have about your new role.

Once you start a new job, you’ll have a clearer picture of the company’s goals to align your sales plan. Even if you came up with a sales plan during the interview process, it is time to review your plan in light of your better understanding of your new company.

Starting a new job can be overwhelming. Even if you are not required to create a sales plan when you start at a company, creating one for yourself might provide you with the clarity and vision you need to excel as quickly as possible.

Assignment to a New Territory

Sales is fluid, and even the most senior reps may find change necessary during their careers. Whether a change in a territory or learning new technology, you will likely find yourself starting over again while working for the same company.

A 30-60-90 sales plan during this time can be critical to ensure your success during the transition. It can offer organization and clarity necessary so you can concentrate on what is important and make things as smooth as possible.

If you’ve been assigned to a new territory or part of your region has shifted, you’ll want to develop a 30-60-90 day plan to get ahead of it. It’s no easy task to become acquainted with a new market. Sometimes managers will require this, but if not, you should come up with a focused plan to get organized.

Create a Leadership Strategy

Entering a company as a leader can be a challenging prospect. Each company has its own unique goals, objectives, and values that leaders need to learn. Plus, every team has a different dynamic with unique strengths and weaknesses. Even experienced managers and leaders need time to understand these before making changes. However, they may feel pressure to make immediate improvements to establish their worth.

A 30-60-90 plan is a valuable tool for new managers to establish themselves. It allows them to stay on the same page with the rest of leadership and create a strategy for making improvements. The right strategy will allow them time to understand the dynamics of the company and team they will lead so that they can manage effectively.

Leveling Up Sales Skills

Success in sales does not happen by accident. It takes intentionality and drive to make sure you are hitting not only your quotas but your own professional goals as well.

It’s not a bad idea to implement these kinds of plans on a semi-regular basis. You can use a 30-60-90 plan to audit the way you’re approaching your customers and improve upon your messaging. It’s especially helpful during times of change — for instance, during an economic downturn or when your organization is adjusting their product/market fit is an excellent time to use a 30-60-90 plan.

Whether you want to move up in your company or just want a larger commission check, a sales plan can help you start making your dreams a reality.

How Long Should a 30-60-90 Day Sales Plan Be?

The length of a sales plan can vary widely. The average length typically spans anywhere from 3-8 pages.

How in-depth should your plan be? It depends on what you are using your plan for. If you have a new position with multiple responsibilities, you might benefit from a longer document that can tackle your goals and plans for each part of the job. For an interview, a shorter plan would be better to keep your answer from being long and rambling (a classic interview mistake).

Your sales plan should be as long as you need it to be. Don’t feel pressured to make it longer if there is not as much to tackle, but make sure that it is adequate to address all of your needs.

30-60-90 Day Plan Templates for Better Sales

Now that we’ve discussed the general outline of a sales plan, it’s time to dive into what that means specifically. We have broken down what your plan should look like based on what you are using it to accomplish.

Some of the most common templates for 30-60-90 day sales plans include:

A 30-60-90 day sales plan is one of the best ways to prepare yourself for your big interview. Even if the hiring manager doesn’t ask about your plan, it is a critical opportunity for you to research and strategize to be prepared.

Days 1-30: Gain an Understanding of the Company Values and Analyze Your Market

Coming up with the right sales plan from scratch is all about defining what success looks like in the beginning.

When it comes to a sales plan for an interview, it takes some more creative thinking to define and segment your goals. It is especially challenging because you most likely have not received clear company goals to outline.

However, you can still get a general outline to differentiate yourself from the other candidates. Take a careful look at the job description to find the necessary responsibility and qualifications for the position. What is emphasized in the description and qualifications? Is there any overlap in the two that seem significant? You can use these to distinguish goals to create an effective plan.

At its most basic, your first 30 days should include:

• Completing company training to learn valuable skills and their objectives . This goes beyond simply completing a training course and getting insights into your company and team’s high-level priorities. Understand their objectives for the future and the core goals to get you there.
• Gain an in-depth understanding of the company products or services. Your goal should be to gain mastery as soon as possible to help you advise customers and provide valuable information.
• Understand. who your target market is. Research to find out more about them. This is the time, for example, to research buyer personas and how your product or service uniquely serves them.
• Create connections in your organization . Not only should you be connecting with your sales team, but also key players for your customers. For example, you should get to know customer service and IT to create one comprehensive team for your clients.

Incorporating all of these elements should give you the chance to schedule weekly checkpoints to spend 1:1 time with a mentor or leadership to report on your progress. It is also a critical time to get support and advice for anything that comes up during this time.

Days 31-60: Get On-The-Ground Training

The first 30 days are critical to getting a solid foundation and understanding of your company. While you may still be speaking with customers depending on the company, most of your energy will be spent getting a general understanding of the company, your team, and customers. The next phase of your training plan, then, is making this theoretical knowledge practical.

The 60-day portion of your plan will likely concentrate on getting practical, on-the-ground training to put the knowledge you gained in the first 30 days to use:

• Set and revise your sales goals . You can decide what works well and resonates with customers, and what does not.
• Get to know your prospects and how you can improve the customer experience. Your hands-on experience should also give you a better understanding of your market and where you can support your customers.
• Find a mentor or more experienced team member during this time. You can shadow them to see how they best manage their territories and make sales. You can also role-play with them to sharpen your skills.

Days 61-90: Refining Your Goals and Plans

Now that you have received critical training and an in-depth understanding of your company, team, and customers, the last part of your sales plan should put that all together. It is a chance to put everything you learned together to make the most impact.

The last part of your plan should include these elements:

• Adjust your goals in light of everything you have learned.
• Optimize your list of prospects and customers to ensure you are reaching the maximum number of people possible.
• Think through your schedule . Are there certain days or times that are better for prospecting? Can you batch your schedule or schedule routes to make the most use of your time? Make the most of your time to set yourself up for success.
• Get feedback from team members and leadership. Their experience can help guide you to be as effective as possible and line up your goals with your organization. Actively seek feedback and use it to shape your strategy and goals.

The final step in a general, interview-ready sales plan is refining and perfecting your sales strategy. Now is the time to learn, adjust, and optimize your sales approach.

Although a territory change does not require as much adjustment as starting at a new company from scratch, it does come with unique challenges. A solid sales plan will help ensure that you continue to meet and exceed your sales goals no matter where you are.

Here is a sample template for a territory change:

Days 1-30: Understand and Analyze Your Market with a Strategic Sales Plan

When you are just handed a brand-new territory, it pays off to do your research and understand the direction you need to go in before diving into a set plan. Rather than sprinting off blindly into the distance, let’s take these next thirty days to get fully acquainted with the market and create a strategic sales territory plan .

Sales territory plans help you orient yourself and lay out a clear, intentional approach to your sales. This is essential because when you are intentional, you’re better able to measure your results and optimize down the road.

This may seem a bit simple, but it’s imperative— don’t skip it! Before you can do anything, you need to define your market and environment quantitatively . Get started by asking specific questions with objective answers:

• What are the literal geographical bounds of this territory?
• How big is the Serviceable Addressable Market (or SAM ) in this territory? Or what is the value of this specific territory? You can look at profitability, potential deal values, total number of prospects, or leads—whatever is the most relevant KPI for your goals.
• How big is your Share of the Market (SOM)? Or, how much of the SAM can your company reasonably serve? Think about your available resources.

• What are the demographics of this territory? Are the companies large or small? What industry are they in? How educated are they about your solution?
• What spending power do these prospects have?
• What competitors are already here?

The more interview questions you ask, the better prepared you will be down the road—so don’t be afraid to dig in.

Once you’ve collected your data, it’s time to make sense of it. Analyze your leads and evaluate them based on overall quality .

Your business goals define “quality.” If your current goal is to maximize revenue, you should look at potential revenue as your main KPI . If your goal is to minimize churn, you should look at the likelihood that the prospects would stick around.

Finally, you can divide your market into segments that help you target them more efficiently and effectively . It’s important to remember that segments aren’t made arbitrarily. Instead, they are defined by four things:

• Substantiality : Are there enough leads to make this segment worthwhile?
• Measurability : Can you easily identify who belongs in this segment?
• Accessibility : Does this segment represent actual prospects in your territory?
• Responsiveness : Does this segment require different sales or marketing tactics than other segments?

Typically, segments that meet these four criteria will be related to a relevant to your target KPI (noticing a theme here?). Some salespeople choose to create three segments based on the amount of “touch” (or work) involved in converting them: low touch, medium touch, and high touch. The choice is yours!

Complete a SWOT Analysis

Now that you know the basics about your territory, it’s time to evaluate your team’s relationship to it with a SWOT analysis.

“SWOT” is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats. Like most great tools, it seems simple at first, but you’ll find it to be invaluable as we build up our strategic sales plan.

“Strengths” and “Weaknesses” both look at the internal advantages and disadvantages your team has in this particular territory. They are directly related to your team—for example, the number of resources at your disposal.

“Opportunities” and “Threats” are external advantages and disadvantages. This has to do with the territory itself and the environment. For example, you may include competitors with a strong foothold as a threat or an underserved market as an opportunity.

Complete your own SWOT analysis by dividing a piece of paper into four columns and giving yourself some time to brainstorm. Take this exercise seriously—it’s going to come in handy soon when we start planning action steps.

Define Success

By now, the answer may be obvious, but it’s still essential to write it out explicitly and concisely: what exactly would success look like in this territory? What is your most important KPI ? Based on your research, what is a reasonable but challenging expectation for you to achieve?

This is when you want to set tangible goals for yourself—a process called sales accountability , which has been shown to drive productivity, increase sales, and improve customer satisfaction. Sales accountability is all about setting specific sales quotas and goals and holding yourself accountable for hitting them.

When deciding what your goals should be, choose something that’s SMART—you know, Specific, Measurable, Attainable, Relevant, and Timely . (We’re really all about the acronyms here at MMC.)

Create Action Items

Finally, what we’ve all been waiting for: action items. This is the final step of creating your strategic sales territory plan. Now, you’re going to write out the blueprint that will be your guide for the following thirty days.

To find specific actions you should take to reach your SMART goals , return to your SWOT analysis, ask yourself how to take advantage of your Strengths and Opportunities, and neutralize your Weaknesses and Threats. For example:

• Is there an untapped market you can reach? How will you reach it?
• Who is your biggest competitor here? Why is your company the better choice? How will you convey this to your prospects?
• How can you let each of the team members at your disposal shine? How can you utilize their skills?

Write it out. This is going to be your guide for the next 30 days when you execute and evaluate.

Days 31-60: Execute Your Plan and Get Qualitative Feedback

For days 31 through 60, it’s time to put the pedal to the metal, for the rubber to hit the road, to make like Nike and “just do it.” It’s time to put your strategic sales territory plan into action.

For these thirty days, you’re going to have a fuller calendar than you could imagine. Your goal is to keep your head up and keep moving forward. Think of it like a writer’s first draft—you need to get something on the page to improve upon it later.

In addition to hitting your action items, here are some critical tasks for you to complete during this time.

Find New Leads

There are always more leads out there, and the more acquainted you get with your territory, the better you’ll know how (and where) to look for new customers.

The best way to find new leads is to excel at serving the customers you currently have . When you leave a path of satisfied customers in your wake, you increase your referral rate and generate free positive “press” (people talk!). Even better, these leads are warm, which means less work for a higher close rate.

Optimize Your Route

Now that you know where you need to go, you can start optimizing your route . Use a digital tool like Map My Customers to discover how to get from Customer A to Customer B and then to Customer C more efficiently —and, better yet, what order to visit them in.

See a hands-on product tour of Map My Customers

Depending on your priorities, you can choose to optimize for time spent driving, distance covered, or a specific order in which you need to meet with clients. You can save up to 30% on gas just by making this simple change!

Get Qualitative Feedback

At this point in the game, it’s too early to have a significant amount of meaningful numerical data. Instead, it’s the perfect time to lean into qualitative feedback from your own team, your customers, and your prospects.

Be sure to regularly check in with your team to see how they think things are going and if they have any ideas. A good way to do this is to schedule a time in advance for a quick touch-base with each person. Try to come to that meeting ready to listen.

You can also meet with a mentor figure at your company . This person may be in another team or higher up. The point is that they have the experience, and you value their opinion. Ask to grab coffee with them and show them what you’re up to. See if they have any useful pointers.

And, of course, you can always get feedback from your customers—and even the deals that don’t go through (which, as sad as it is, is typically the most helpful of all).

Lastly, use surveys, questionnaires, and interviews to gather as much information as possible from your customers about why they did or didn’t buy, what other solutions they considered, what they think of your business so far, etc. As they say, the customer is always right—so figure out what they think!

90: Optimize and Implement New Strategies by Using Sales Analytics

You’re nearly there—it’s the home stretch! These final thirty days are all about taking what you did up to now and doing it better . Fortunately, you should finally have some of your very own data to work with, which will give you an enormous advantage.

Run the Numbers

Now that you’ve had time for data to accumulate, we can finally get to analyzing. This is the back end of that “sales accountability” we talked about before—it’s time to see if you hit your goals.

By referencing your CRM , lay out your data in a way that helps you to make sense of it all (we love graphs). Be sure to look not just as your main KPI but at all relevant data points. Review the results with your entire team to see where you did well, where you can improve, and what was successful .

Look at the numbers and the qualitative feedback you collected side-by-side. What’s the story here? It can be useful at this point to also evaluate how specific action steps you took played out. Did they help you to address the Weakness or Threats that you identified? Or do you need a new plan?

Then, take the numbers even further. Go beyond what’s currently happening with your customers and discern what is likely to happen down the road with predictive analytics and sales forecasting .

For example, if you notice a customer has been calling into customer support more than usual—a red flag that they may churn soon—you can reach out to them with a special or thoughtful offer to keep them on board.

Individual Account Reviews

Often, figuring out the best way to serve a current customer is as simple as just asking. Maintaining a positive relationship with your customers is all about staying one step ahead and showing them that you’re thinking of them. Accomplish this by scheduling individual account reviews for each of your clients .

In these meetings, you can ask critical questions to help you better serve your client. For example:

• How has our service been?
• Have we been able to help you improve your KPI?
• How could we serve you better?
• What else are you working towards or struggling with?

This is an opportunity to gather invaluable qualitative feedback and upsell or cross-sell existing customers. Whatever you do, be sure to be empathetic —only sell what you genuinely think will be good for them

Automate Your Sales Processes

It’s hard to automate systems before you’ve worked out the kinks, but by now, you should be prepared to switch some tasks over to some handy-dandy robots (or software, but same thing).

To find the best ways to automate your processes, first, take a day or two to organize your CRM .

When you adjust to a new territory, it’s normal to be overwhelmed and make silly mistakes with your CRM. Go back through and make sure that you’ve logged all the relevant information completely and correctly.

Then, you can take a look at some of the easiest ways to automate (and the best tools out there ). That way, you can focus less on menial tasks and more on selling.

A 30-60-90 day plan is not just for sales reps. It’s a critical tool for leadership to make concrete plans to meet their goals as well. With different roles and goals, though, the 30-60-90 day plan will look far different than a general sales plan:

Day 1-30: Get to Know Your Team

The first month of any job requires getting to know the company. You should be taking this time to learn about policies, goals, and how the company works. For leadership, in particular, this includes getting to know your team and how it currently operates.

The first month should dive deep into learning about your company in general. You should be learning about your product or service, the target market, metrics, and trends. Your team will rely on your expertise, so an in-depth understanding will be vital to your position.

Beyond the technical expertise, use this time to have conversations with your direct reports and get to know them. They can provide valuable insights to help direct your goals and understand each team member’s strengths and weaknesses.

No two teams are exactly alike. Each person brings something different to the team, and each team has different strengths and weaknesses. It’s impossible to be an effective leader and keep your team happy and motivated if you don’t take the time to understand their unique dynamics. A deep team understanding is critical to good leadership.

Days 31-60: Bringing Your Skills to the Team

While the first 30 days are about getting a more in-depth understanding of your company and team, the next 30 days are your chance to start making tangible and useful changes. You are hired for your unique skill set, so now is the time to impart that onto your team.

Take this time to identify any skills gap on your team. For example, does your team lack a tech expert to help other members navigate their sales technology? See where you can offer your expertise and where training might be necessary.

Based on what you have observed in your team and your understanding of your company, now is also a time to create goals for your team. Being able to impart a vision to your team is valuable for maintaining morale and guiding their decisions. With measurable goals, you can help shape how the team operates to meet the overall company goals.

Days 61-90: Develop and Draft a Training Strategy

Having identified your team’s gaps and goals, your final 30 days might be developing a training strategy to overcome any skills gaps and guide your direct reports into their roles in the future. It is where you take practical steps to address what you have learned and identified in the first 60 days.

While you may not be promoting people quite yet, your time so far should give you a sense of everyone’s strengths and weaknesses. Your final process should be coming up with the best plan to coach them to where they can be and want to be in the future.

Day 91: What Now?

Congratulations! You’ve officially gone from getting a new sales job or territory to crushing it in just 90 days. How does it feel?

Remember that “crushing it” is all about constant improvement. If you’re trying new things, looking for new opportunities, seeking out new leads, and generally playing an active role in your position, you’ll always be crushing it—even if one specific campaign isn’t a resounding success.

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How to Create a 30-60-90 Day Sales Plan [Template + Examples]

Casey O'Connor

What Is a 30-60-90 Day Sales Plan?

What are the benefits of implementing this sales plan, how to create a 30-60-90-day sales plan, 30-60-90-day sales plan template, 30-60-90-day sales plan examples.

A 30-60-90 day sales plan is a three-month sales plan that outlines the approach and specific strategies that a new sales rep or sales manager will take in their first 90 days on the job.

When a new sales rep creates a well-thought-out 30-60-90 day sales plan, it demonstrates to their team and manager that they’re a self-starter and have the skills and strategy to do their job effectively and efficiently.

In this article, we’ll go over everything you need to know about the 30-60-90 day sales plan, including why it’s so important, how to make your own, and a few examples to help you get started.

Here’s what we’ll cover:

• How to Create a 30-60-90 Day Sales Plan
• 30-60-90 Day Sales Plan Template
• 30-60-90 Day Sales Plan Examples

A 30-60-90 day sales plan is a clear outline of what a new salesperson or sales manager plans to learn and achieve in their first three months in the role.

Generally speaking, it’s a good idea to create your own 30-60-90 day sales plan any time you begin a new sales role. This demonstrates to the hiring manager — and, later, your new sales manager and colleagues — that you:

• Take initiative to plan for your success
• Look forward to learning about the company and integrating with the current team 
• Have specific ideas about how to add value to the organization

If you don’t create your own 30-60-90 day sales plan, some managers will make one for you. They may ask you to adhere to it as they evaluate your progress and offer feedback about your initial performance.

Each 30-60-90 day sales plan is unique, as they’re created based on the specific goals, skills, and organizational specifics of each individual sales professional and their company. 

That being said, they all generally tend to follow a similar framework: learn – implement – analyze & optimize.

This kind of initiative does not go unnoticed in a sales interview, and — when you eventually get the job — will help the onboarding process run as smoothly as possible. A great 30-60-90 day sales plan can significantly reduce ramp-up time and increase productivity in new hires. 

There is very little downside to creating and implementing a 30-60-90 day sales plan. Although there is a bit of legwork involved in the process, the results are well worth it. Remember — failure to plan is a plan to fail.

The benefits of this plan, on the other hand, are numerous and significant. Both individual sales reps/managers and overall organizations alike benefit from the structure and focus on results that 30-60-90 day sales plans provide.

Empowers Employees to Position Themselves for Success

When a salesperson takes on a new position, a 30-60-90 day sales plan can help them onboard with intention.

Not only does this kind of plan demonstrate to the manager that you’re serious about your (and the company’s) success, but it also helps outline the responsibilities of your new role for your own day-to-day benefit. It gives you an easy-to-follow plan as you navigate the challenges of starting a new position.

It also helps new sales reps and managers create and work toward sales goals in a scalable and sustainable way.

Enables Managers to Maximize Their Resources

Every sales manager appreciates when a new employee creates their own 30-60-90 day sales plan. Not only does it help ensure the success of the incoming rep, but it also enables the sales manager to make the most of their new talent and appropriately plan the way they’re going to use their resources.

A 30-60-90 day sales plan can also help highlight any misconceptions or misalignments the new employee has relative to their new role, or the organization as a whole. It creates a good opportunity for management and new hires to become fully in sync as they understand the scope of the job and define success in the role.

Creates Team-Wide Transparency

A 30-60-90 day sales plan can help foster trust between a new sales hire and their colleagues. It proves that the new hire is capable of taking initiative and meeting goals independently, and gives a clear indication of how the new hire will contribute to the team.

As mentioned above, each 30-60-90 day sales plan is highly unique. There is no one formula that will help sales professionals create a “perfect” plan.

There is, however, a general framework of steps that you can follow that will help you create a robust 30-60-90 day sales plan that’s specific to the organization with which you’re working. 

1. Research Your New Employer

Before a sales interview, or at least before onboarding at a new company, learn as much as you can about their business — who they serve, what they offer, and with whom they mainly compete. Generate a list of questions to ask about their operation and/or their goals.

2. Identify Your New Organization’s Goals

As soon as you can, try to find out some of the company’s business or sales goals. You might learn about these through a sales interview ; you could also gather this kind of information from social media or through LinkedIn. 

The point is to learn enough about some of the things the company is hoping to achieve; you can then speak to those goals in your 30-60-90 day sales plan. 

You’ll also want to ask if they have any goals for you as an individual. They might, for example, have a certain sales quota they’d like you to meet. These should also be incorporated into your 30-60-90 day sales plan. 

This takes a little extra effort, but it’s likely to resonate with a hiring or sales manager. It shows that you’re a team player, and that you have the skillset to help the company successfully reach their goals. 

3. Determine Your Own Priorities

It’s also important to take into consideration your own strengths and career goals when you’re making your 30-60-90 day sales plan. 

See how closely you can align your own professional priorities with those of the company; the more you can find ways to show that the two complement one another, the better off you’ll be.

4. Create a Timeline and Indicate How You’ll Measure Success

Some parts of your 30-60-90 day sales plan might be easy to measure. In Phase 2, for example, you might indicate that you plan to make 50 sales calls per day. That’s a metric that will be easy to account for and evaluate. 

Other components, though, might be tricker to define. In Phase 3, you might plan to “improve the way you handle objections.” This isn’t the most straightforward or tangible progress indicator, but it can be measured. 

A sales rep might determine that they’ve met this goal when they can speak confidently to a range of objections during a role play exercise, with fewer than 5 “errors,” with errors defined as extended pauses or verbal miscues. 

You’ll also want to assign timelines to each action or intended achievement. Being able to measure and put a timeframe on your goals are both important parts of the SMART goal framework.

The more specifically you can measure your progress, the more effective your plan will b e.

Tip: Growing your sales team? Grab some data-backed findings and strategies below.

The following template is an extensive and overarching checklist; not every item will apply to every salesperson or company. Similarly, you may find that you need to add additional components that are unique to your employment situation.

To make it your own, click “File” and select “Make a copy.”

Feel free to remove or add any items from this list; treat this as a template or guide and edit as needed for your circumstances.

Below are three examples of real-world 30-60-90 day sales plans. The first two are great examples of use cases we’ve outlined here in this article: a new sales rep and a new sales manager. 

Note, though, that there’s a third use case that we didn’t explore as fully: a new sales territory . The same basic principles of the 30-60-90 day sales plan apply similarly to this topic. 

As always, feel free to use and adapt as you see fit according to your specific circumstances.

New Sales Rep

This 30-60-90 day sales plan example is perfect for a salesperson starting a new position as a sales rep. 

• Complete all company-run onboarding, training, and/or coaching
• Learn about the company’s mission, values, and culture
• Become fluent in the specifics of the product and/or service
• Research the target market and ICP, and learn how to reach and communicate with your specific buyer personas
• Learn the names and roles of everyone on the team
• Schedule periodic check-ins with a mentor and/or managers to discuss progress
• Research your company’s competitors
• Identify a top performer who is willing to let you shadow them, and schedule a few times to do so
• Practice interacting with prospects
• Role play different sales scenarios with your mentor or other top performers
• Set sales goals using the SMART goal framework
• Keep a clear record/detailed notes about all of your sales activities so that you can optimize the process in the future
• Create a follow-up strategy and schedule
• Review your notes and identify areas of strength and improvement
• Make tweaks to your sales process and test them
• Create and stick to a daily schedule that aligns with your productivity goals
• Solicit feedback and incorporate it into your process

New Sales Manager

This 30-60-90 day sales plan example is perfect for a salesperson starting a new position as a sales manager.

• Identify key professional and personal pieces of information about every team member (i.e., birthday, kids’ names, preferred work environment, preferred method of communication)
• Identify any sales management tools you need, including technology like a CRM system
• Perform thorough research on the competition and current and historical market trends
• Study team sales reports to identify collective and individual strengths and weaknesses
• Observe and record the day-to-day operations of team members
• Implement at least one small change based on feedback from the team
• Identify skills gaps or areas of growth, both individually and team-wide
• Set new SMART goals for the team based on analysis and sales reports
• Make at least one small change to support the team
• Continue collecting and analyzing data
• Meet 1:1 with team members to offer and solicit feedback 
• Create a strategy for new training / coaching
• Collect data and run analysis on how your new strategy could generate more revenue
• Create a structured schedule that implements any changes

New Sales Territory

This 30-60-90 day sales plan example is perfect for a sales team that’s entering into a new sales territory.

• Define the market/trends of the new sales territory 
• Learn about the competition in the new territory, local or otherwise
• Study and understand the demographics of the new territory
• Identify ways to tweak your sales strategies based on demographics
• Perform a SWOT analysis to determine viability 
• Build the ICP and buyer personas for the new territory
• Identify the most profitable accounts in the new territory
• Create SMART sales goals
• Decide which KPIs to focus on and design a system for tracking and recording them
• Generate new leads
• Ask for feedback from team members, prospects, and customers
• Implement feedback as you optimize your process
• Outline your sales forecast for the next quarter/remainder of the year
• Create a sales process and workflows that align with your goals and forecast

Have you created and/or followed a 30-60-90 day sales plan before? How did it improve your sales process ? Would onboarding have been more challenging without one?

Tip: Looking for more sales plan templates? Grab them here –> 13 Sales Plan Templates .

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Successful 30-60-90 day plan

Learn what a 30-60-90 day plan is. Discover how to write your plan and stand out in an interview. Bonus: template with examples for managers.

Ivan Andreev

Demand Generation & Capture Strategist, Valamis

December 27, 2021 · updated July 10, 2024

17 minute read

A 30-60-90 day plan can help you prove to a new employer that you know your role within a new company. It demonstrates that you understand the position’s responsibilities and are prepared to tackle them, starting on day one.

A successful plan also helps you to better adapt to your new role and work environment.

What is a 30-60-90 day plan?

When to use a 30-60-90 day plan, benefits of a 30-60-90 day plan, 30-60-90 day plan template with example, 30-60-90 day plan example, tips for creating your own 30-60-90 day plan, 30-60-90 day plan tips for executives and managers.

A 30-60-90 day plan is a formalized document containing intents, goals, and actions that a new employee plans to execute to maximize his efficiency in a new role.

A 30-60-90 day plan can be used in any position or company.

For a regular employee, a 30-60-90 day plan is a way to show the interviewer that you know what to do and have a plan for this new role . It is a type of preparation that a prospective employee might opt to create before their interview, or it might be something an interviewer requests applicants to create.

For executive positions, the purpose of the plan is the same, the only difference is the scale of the plan, or the department level that it would apply to. A prospective manager would prepare the plan to show what they will do to succeed in the role.

The plan should demonstrate that new employees are able to set goals that are in line with the company vision.

This plan is ideal for those who are seeking to make a strong positive impression during an interview.

It demonstrates what you will bring to the job, highlights your seriousness about the position, and shows that your goals dovetail with those of the company.

No matter the level of the role, a strong 30-60-90 day plan can be an asset during the interview process.

Regular level employees can show the value that they will bring to the team, and higher level employees can demonstrate how their leadership will create positive effects within their team or department.

Many hiring managers want to see that their new hires are serious about their jobs and career. This plan gives insight into how a new hire plans to fulfill the goals of their new role, their understanding of various processes and how they tackle challenges.

While it is most commonly used for those who are beginning new positions, it can also be used to work on a new project. The same template can be helpful to set actionable goals and achieve them in regards to a new project that you are working on.

Career development plan template

This template helps employees and leaders plan together for career growth: set goals, assess skills, and make a plan.

A 30-60-90 day plan is a helpful tool for both the candidate and the organization.

When a candidate writes a good plan, they demonstrate competency, while potentially impressing hiring managers.

The organization can then use the plan to judge the potential candidate for suitability within the role, department or team.

Here are a few of the benefits of creating one:

1. Increased chances of being hired

Because you will be doing your homework before the interview, it proves that you are a committed team player.

This often impresses your interviewer and can give you a larger chance of being hired.

2. Positive impression on the interviewer

If you are a new employee or a potential hire, a 30-60-90 day plan can show to your employer that you know what you are doing. It demonstrates that you have a plan in place.

Prepare it prior to your interview even if your interviewer doesn’t request one.

3. Smooth onboarding

Starting a new job can be rough sometimes. A 30-60-90 day plan helps you to better integrate yourself into a new team and makes a smoother transition for you.

In creating this plan, you will have to research the role, the tasks you will be assigned, and set out plans for completing them.

In doing so, you’ll be formulating solutions, considering the best plan of attack, and gaining a deeper understanding of the job. This will help set you up for success from day one.

4. Increased productivity

Because you will have a clear goal to work toward in your first 90 days, you have better focus and increased productivity.

Each day, you should know exactly how your tasks fit into the bigger picture of your 30-60-90 day plan.

There are four key areas that should be included in your 30-60-90 day plan:

• Personal goals
• Actions and metrics

In each phase of your plan, you should have something that you are focused on learning.

This might mean meeting with your team to understand their pain points. It might mean learning the ins and outs of your company’s product to make better sales pitches.

Particularly in the first 30 day phase, you should be doing a great deal of learning.

This is part of your plan that should start to take shape. In what areas can you improve performance (either your own or the company’s)?

This should help you to better align your personal responsibilities with the mission of the team you work with.

Start to narrow down what the priority is so that you can better set personal goals in the next section.

This is the best place to mark down exactly what you want to accomplish.

Make sure that you have some insight into your goals and why they are essential to achieve.

This helps to keep your focus clear and doesn’t allow you to lose sight of the company’s mission.

Action and metrics

This is the stage where you determine how you will measure your progress toward your goals.

How will you know when you have achieved a goal? It is important to have specific qualifying action steps behind each one of your goals so that you do not lose momentum.

• If you want to improve your sales pitch, then you might sit in on a sales call with a seasoned salesperson three times this week.
• If you want to reduce the budget, you might have a goal to spend 10 percent less on office supplies.

Whatever your goal is, you need to have an action step associated with it to help you measure your progress.

During the first thirty days in your new position, you spend as much time as possible learning about your company processes, your team, product or the services you sell. This might involve things like:

• Interviewing team members to assess their strengths
• Joining staff on sales calls to learn more about the product or service
• Interviewing customers to learn more about their needs
• Spending time with customer service to determine where your product or services fall short
• Pinpointing current goals and seeing if progress is being made
• Reviewing the budget

Once you have a firm grasp on who you are working with and how you are expected to perform, it is time to implement new aspects of your role.

For regular employees , the focus should be stepping more fully into your role. You have taken the time to learn what that role is, now you should be beginning to deliver results and reaching good working performance.

For higher level employees , like executives or managers, you will start setting new goals for your team. Create goals based on the information you learned during the first thirty days. This is the time for you to share your new goals with the team and start to hold them accountable for the changes.

Regardless of the level of your role, this is a time for you to set goals along with actionable steps you can take to achieve them.

All goals should be specific and measurable. You should also be able to achieve them within a specific timeframe.

TIP: Set a clear metric so you will know when you have achieved each goal.

For example, if your goal is to improve your sales pitch, you might have a metric of observing a more seasoned sales professional in a number of phone calls. You might also have them listen in on a few of your sales calls to offer constructive feedback .

As you move into the first ninety days of your position, you should be ensuring that your performance is in line with company goals and the goals for your specific role.

You should have a solid foundation of knowledge regarding your job, the ability to complete your tasks properly, and an understanding of how your performance helps the organization.

For employees, this is a prime moment to look towards leadership opportunities. Ask yourself ‘what path do I want to take with this organization?’ and begin to set yourself up for that journey. Take initiative and reach out to stakeholders who may be able to help you.

For management level employees, this is when you can start to make bigger changes. Look at the overall picture of your company or department and determine where changes can be made. Ensure that each team member is where they are supposed to be, review the budget, and replace ineffective processes with new ones.

Much like your goals set for the first sixty days, all goals here should still be measurable, time-bound, and specific. While this is bigger picture thinking, each goal should still be realistic and attainable.

While some hiring professionals will come directly out and ask you for a 30-60-90 day plan, many will not.

It is still an excellent idea to create one to show just how you will stand out in the workplace.

As you begin to write this plan, you should ask yourself: What changes would you make and how would you go about your new role in the first ninety days? This will help you create a solid plan that will impress hiring managers.

1. Identify the company’s mission

You can’t create a plan until you have a clear idea of what the company is looking for.

You should spend a great deal of time researching its mission, core values, and any information you can find on its current processes or products.

Each plan should be catered specifically to the culture of the company you are applying to work for.

2. Thoroughly understand the job description

You should tailor your plan to the position that you are applying for instead of overreaching your bounds.

You might have many ideas for the company as a whole, but pay careful attention to the job description.

• What is the role?
• What would your responsibilities be?
• What expectations does the company have?
• Is there a probation period?

3. Explain your plan thoroughly

When you head into an interview, you must prepare a copy of your 30-60-90 day plan.

It can be in the form of a PowerPoint presentation, slides, or paper.

However, you should do more than just slide it across the desk and hope that they understand it. Present it to the interviewer in detail.

4. Don’t be ashamed to brag

Present your plan in great detail.

When you discuss the goals you want to set, it is important to relate these goals to accomplishments you have had in the past.

What have you done that was similar at another company? Focus on your future at this new company but don’t forget about all of the amazing things you have done in the past!

5. Identify your priorities

Setting goals can be challenging if you aren’t aware of your priorities.

Why were you hired for this exact position? Maybe your goal is to solve a specific problem within the team, or perhaps you just need to be the best you can be with your current responsibilities.

Take a few moments to think about the bigger picture of what your job should look like, and then move forward from there.

6. Set measurable goals

All goals that make it onto your list should have a means for you to measure the outcome.

Make sure that you identify how you will measure success on each of the goals that you set.

Try to list quantitative data to support your goals, such as revenue increases, increased website views, and positive customer reviews.

7. Remember to course-correct

Sometimes, starting a new position or project can be overwhelming.

You might set up your plan with the best intentions, but things can change.

If a piece of your plan no longer seems relevant or helpful, it’s okay to have the flexibility to course-correct. Change up your goals if you need to.

8. Don’t be afraid to ask questions

You’ll never get to know your team members or your products unless you are willing to ask good questions.

Spend time with your interviewer or the company representative if they are eager to communicate with you.

Ask any questions you may have about your role and what is expected of you so that you can form clear goals for your plan.

If you are an executive or a manager who has direct reports, your version of a 30-60-90 day plan might look a bit different than a junior employee’s plan.

Here are a few tips to help you get started with your own plan.

1. Take time to learn about direct reports

During your first thirty days, you should be setting aside a large portion of your time to interview your direct reports.

Find out information about them as a person, such as their dreams and goals for their position.

• What are the pain points of their job?
• What barriers are there that stop them from achieving their goals?
• How would they solve those problems?

You should know what their strengths and weaknesses are so that you can see areas where they can improve.

In meeting with each person individually and attentively listening to them, you create a good impression, gain a deep, functional knowledge of your new department, and often will get insight on how to solve these problems.

All of this information can help you to see the current reality of the work environment.

As a new manager or executive, you might be able to help influence change in a way that would boost team morale and productivity.

2. Inform yourself

Consider this step as an extension of the previous one.

Not only should you gather all of the information possible from your recruits, you should spend a lot of time in your first 30 days reading reports, reviewing documentation, talking to other managers, and meeting with higher level executives.

This is the time to ask as many questions as you can, making notes on where you see issues or potential solutions.

3. Create an atmosphere of trust and alignment

During the first 30 days, work to gain the trust of those who will be working under you.

In many organizations, a new manager can represent a threat to how things work, and employees might be resistant to big changes.

You can build this atmosphere by making an effort to get to know them and listening to their thoughts, issues and solutions.

Never diminish the thoughts or opinions of your reports. If you think that they may be wrong, simply ask more questions to better understand their unique point of view. It could be that they are seeing a problem that you don’t.

By working hard at this, you can set yourself up to have a team that trusts that you will be working with their best interests in mind, as well as the organization’s.

4. Identify your strongest employees

By the end of the first 30 days, you should be able to pinpoint who your strongest employees are.

These people will form your A-team, and will be of great service to you.

These are the employees that you will want to include in important projects, as you can depend on them to drive other employees towards reaching their goals.

By having at least a few good employees who you can depend on, you can concentrate more easily on higher level issues, comfortable in the knowledge that your team will be fine without micromanagement.

Through this process, you should also be able to see where skills gaps are in your team, and begin identifying ways to close those gaps.

Plan out ways to invest in your team and grow their strengths.

5. Set SMART goals

Once you enter the second thirty days, it’s time to get some goals down on paper.

You have spent 30 days learning the lay of the land – now you should be in a position to identify issues and solutions.

Upon hiring, you will have been given a solid idea of what the organization expects of you.

After 30 days, you will be able to create actionable goals, begin implementing changes, and really stepping into your role.

6. Review processes

During the second thirty days, you should also be paying close attention to how the processes within your department work.

Often, a fresh set of eyes can see problems – and solutions – to processes that didn’t scale well, are no longer optimized, or otherwise simply don’t work as well as they could.

It is easy to get bogged down with ‘we’ve always done it this way’ and not see how change can be a positive.

As you learn how things are done, and why, you will likely be able to identify better ways of getting things done.

7. Implement changes to meet company goals

You should take everything you learned in the first 60 days, and implement changes in the final 30 days.

• Reduce bottlenecks,
• Implement new processes,
• Introduce new staff or training methods,
• Bring new ideas to achieve better performance.

From the executive level to the day-to-day management of your team or department, you should be leaning in, contributing what you can, asking questions, and generally participating to the best of your ability.

8. Identify your staffing needs

As you enter into your final 30 days, you should have a solid handle on how things are run in your department, and how capable your staff is.

Now is the time to take a close look at your staffing needs and see if they are being met.

• Are there bottlenecks in one department, holding things up for everyone else?
• Are there certain employees that need to take time for training before they can perform up to expectations?
• Could things be made smoother with new hires to help ease the workload?

Look at the short, middle, and long-term goals you have set. Create a hiring plan with those in mind.

9. Conduct regular meetings

Throughout this process, you should be checking in with your team on a regular basis.

You should have weekly meetings with your team to track progress and see how things are progressing on the goals set for the sixty- and ninety-day portions of your plan.

Depending on your work environment, these may be one-on-one meetings or a weekly team gathering.

Figure out what works best for your business, and then make these meetings a mandatory part of the company culture.

Try a 30-60-90 day plan template from Altassian in Trello.

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How to Write a 30-60-90 Day Sales Plan

3 Stages of writing a 30-60-90 day plan and why it matters

30-60-90 day sales plans have been used as a way to ensure success for new sales team members with clearly outlined actions and goals. If you haven’t heard of or used this plan before, now is a great time to start for your next job interview, new sales job, or even for your personal life. See below what a 30-60-90 day plan is, the elements of it that you should consider, when to write one, and why it’s important.

What is a 30-60-90 Day Plan?

The 30-60-90 day plan is a three-month strategy for successfully training new sales team members or selling in new territories. It clearly lays out all the actions and goals that will help salespeople get to know their new company or region and learn how to best reach their highest (and healthiest) level of productivity. With a robust 30-60-90 day sales plan, businesses are much more likely to make the most of new territories, reps, and managers.

Why Write a Sales Plan?

Coming into a job interview or new sales job with a detailed 30-60-90 day sales plan will show the manager:

• You know what you’re doing
• You’re confident in your abilities
• That you’ve carefully thought out crucial elements to ensure success
• You’ll hit the ground running if hired

We all know to be prepared when starting a new job or interviewing for one, but having a plan like this laid out will take you to another level above other candidates.

3 Stages to Writing Your Plan

Like we’ve discussed, having a 30-60-90 day sales plan prepared is going to set you apart from less-prepared sales reps. If you’re unsure of where to start, the first steps are to:

• Aligning the current teams goals
• Identify your own priorities

Writing a sales plan is not just about you, the sales team also needs to be considered. In the interview process, ask the current sales reps what their goals are and what they’re being pushed to. After finding out where the current reps are, identify your own success. Here are some examples of goals you can use and measure at the end of 90 days:

• Have the ability to demo the product at a high level.
• Become known, liked and trusted with all current customers.
• Have a list of 100 potential customers to prospect over the next 12 months.

It’s important to answer these questions before writing your plan to provide direction. Now let’s get to writing your sales plan .

Stage 1: 30 Days

When applying for a job, success in the first 30 days is likely completing your onboarding and training process successfully. In addition, you can also add the following criteria if you want to be more specific:

• Understanding corporate priorities, new roles and responsibilities
• Intermediate knowledge of key products and services
• Knowing the product’s position in the market vs. the competition
• Developing key connections within the organization with customer support, sales leadership, team members etc
• Going through previous rep’s sales CRM data and outlining a few key accounts to target

The 30-day section of your sales plan should define your success goals and briefly explain how you plan on achieving them. It should also share how you‘ll know you’ve been successful in meeting these goals.

Stage 2: 60 Days

With the first 30 days up, you have to amp up your sales efforts in the second month. Here are some pointers to include in the 60-day section of your sales plan. Notice how some of them are mandatory, while others are more flexible depending on your role, experience, and onboarding process.

• Started developing at least five new leads — Mandatory 
• Have shadowed the top two performing sales reps in the company — Mandatory 
• High-level understanding of key products — Mandatory 
• Completed role-playing sessions with other sales professionals in the team
• Have contributed to a sales meeting by adding value to the conversation
• Completed all formal sales onboarding or training that needs to be done

Stage 3: 90 days

Your 31-90 day plan sets out what you’re planning on doing for the rest of the time in the specific sales role. At the 90-day meeting with your sales manager, discuss any 3-4 points from the following success criteria:

• Clear and optimized prospecting list in use — Mandatory
• Daily schedule established for prospecting, following up and staying on top of everything else — Mandatory
• Become a solid member of the team — Mandatory
• Had at least one round of feedback on performance from the sales manager
• Closed at least a couple of deals without too much babysitting from others
• Foot in the door with a couple of exciting key accounts

Let’s Talk About it

Your success as a sales rep rests largely on how prepared you are with goals and objectives for success. If you want to chat about it more and how we can get you set up with tools for you and your team, schedule a free demo now ! Comment down below if you have a 30-60-90 day sales plan or will be making one now.

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The 30-60-90 Day Plan: Your Secret Weapon for New Job Success

When you’re starting a new job, sometimes deciding whether to pack a lunch the first day is a struggle—forget about planning out the next few months. So if you’ve been asked to make a 30-60-90 day plan for your new job—or even earlier during the interview process—you might have a few questions like What? And How? And Do I really need a job or can I live off the grid in a cozy little cave?

But we promise, making a 30-60-90 day plan is possible and it can help you set yourself up for success at your new gig. We’ve got detailed instructions on when and how to make a 30-60-90 day plan, plus a template to guide you and an example to inspire you.

What is a 30-60-90 day plan?

A 30-60-90 day plan is what it sounds like: a document that articulates your intentions for the first 30, 60, and 90 days of a new job. It lists your high-level priorities and actionable goals, as well as the metrics you’ll use to measure success in those first three months. Done well, it will help you make a positive first impression on your new employer—or the hiring manager you hope will be your future boss.

Download The Muse’s 30-60-90 day plan template here .

When to make a 30-60-90 day plan

Many 30-60-90 day plans follow a similar structure, but the level of detail may vary depending on your situation. There are two main times when you might make one: preparing for an interview or starting a new job.

Note: If you’re a manager who wants to make an onboarding plan to help your new hires hit the ground running (without constantly having to ask you what they should do next), you should consider using our self-onboarding tool , a template for outlining your month-one goals for a new hire, as well as creating a week-by-week plan with a thorough list of meetings, readings, and tasks they should tackle in their first month on the job.

For an interview

If you’ve made it to a late-stage job interview, you may be asked something along the lines of, “What would your first 30, 60, or 90 days look like in this role?” It’s a good idea to prepare to answer this regardless of what level role you’re interviewing for, but it’s more common for higher-level positions.

With interview questions  like this, the hiring manager is likely trying to understand your thought process going into the job more than anything. They want to know: Do you understand the role and what it would require of you? Can you get up to speed quickly and start contributing early on? Do your ideas show that you’re the right candidate to fill this particular position?

Even if you’re not explicitly asked this interview question, coming prepared with a plan can help you wow the hiring manager and stand out among other applicants. “Employers are looking for people who are agile and proactive,” says leadership consultant Michael Watkins, author of The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter . “By talking about how you would approach your first 90 days, you demonstrate agility and proactiveness.”

In other cases—more commonly for higher-level management or executive roles—you may be asked to do an interview presentation . Creating a 30-60-90 day plan to present is a great way to show the hiring manager that you understand the challenges a company or department is facing and you have a clear plan for tackling them.

Be sure to include a few specific ideas in your interview presentation—depending on the role you’re interviewing for, that could be suggestions for ways to cut costs, increase sales, or improve customer satisfaction. You want to convey: “I’ve got five good ideas, and when you hire me, I’ve got 50 more,” says career coach Eliot Kaplan , who spent 18 years as Vice President of Talent Acquisition at Hearst Magazines.

For a new job

If you’re starting a new job, your new manager may explicitly ask for a 30-60-90 day plan in writing, or you may want to create one for yourself to help ease the transition to your new role. In either case, the goal is to set yourself up to hit the ground running—and to be sure you’re running in the right direction.

“If you come in without a game plan and try to tackle everything, you’re going to get nothing done,” Kaplan says. “Come up with a couple things you can accomplish successfully.”

If you’ve already started the position, you’ll have access to internal resources and your new coworkers, which will make it easier to create a detailed, realistic plan. If there are things you’re unsure about—like goals, expectations, or typical benchmarks—ask! You’ll likely impress your new colleagues with how proactive you are, but more importantly, you’ll gather the information you need to be successful.

Elements of a 30-60-90 day plan

Before you’re ready to get down to the details of your 30-60-90 plan, you’ll want to think about the high-level elements it needs to include. As the name suggests, you want to think of your plan in three 30 day phases that translate to your first 30, 60, and 90 days on the job. For each phase, you’ll need to:

• Determine a specific focus
• Set your top priorities
• Make concrete goals that support those priorities
• Determine how you’ll measure success

Here’s how to fill in the major parts of your plan for each of the first three months: 

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 applicable—initiating changes to the status quo.

Within those broad monthly buckets, outline your high-level priorities for each phase. For instance, your priorities for different phases could include learning internal processes, performing your role independently, or proposing solutions to a problem facing the company. Your priorities should be more specific than your focuses, but broader than individual goals.

Setting goals is all about making a plan for how you’ll achieve your overarching priorities. For each phase, set goals that ladder up to your stated focus and priorities. (See our example 30-60-90 day plan below for inspiration.) If it’s helpful, break your goals into categories like learning, performance, and personal goals.

• Learning goals: To set these, ask, “What knowledge and skills do I need to be successful? How can I best absorb and acquire that information and those abilities?”
• Performance goals: These are concrete things you want to accomplish or complete as part of your new role. To set these, ask yourself, “What progress do I hope to make within the first 30/60/90 days?”
• Personal goals: These goals are more about getting to know the people you’ll be working with and finding your place within your new company or team. To set these, ask, “Who are the key people I need and want to build relationships with? How can I establish and foster those relationships, so that I’m seen as trustworthy and credible?”

For each goal, determine at least one metric you’ll use to track your progress. Ask yourself, “What does success look like and how will I measure it?” Not sure how to do that? Keep reading!

6 tips for writing a 30-60-90 day plan

So how do you figure out your focus, priorities, goals, and metrics for a brand new role? You’ll need to gain a deeper understanding of the challenges that the company or department is trying to solve and reflect on how you can make a positive impact within the first 90 days. Here are six tips to make that easier:

1. Think big picture .

Before you start writing out specific goals and metrics, reflect on your overall priorities. “Start with what’s important to you and work out from there,” says Muse career coach Yolanda Owens . “What are the things you’re going to need to know in order to be successful? Use [those] as your compass.” Identify why they hired (or are looking to hire) you, and set priorities that deliver on that purpose. For mid- and high-level roles, you’re likely being brought in to solve a specific problem or lead a particular project. For more junior roles, your priority can be getting up to speed on the basics of your role and how the company works.

2. Ask questions .

Whether you’re new to a company or still in the interview stage, asking questions is crucial. In order to set realistic goals and metrics that ladder up to your high-level priorities, you’ll need a baseline understanding of the status quo. Ask things that start with, “What’s the average…” or “What’s typical for…”

You can ask your new coworkers these questions or use early stage interviews to ask questions that could help you make a 30-60-90 day plan later on. Muse career coach Tamara Williams  suggests asking up front, “What can I tackle in the first 90 days that will allow me to hit the ground running as well as make a significant impact in the organization?”

3. Meet with key stakeholders.

Establishing healthy working relationships is key to success in any role. If you’ve already started the job, set up meetings with the following people within the first 30 days:

• Your manager
• Other coworkers on your team with whom you’ll work closely
• Other colleagues who are in your role or a similar one
• Any cross-functional partners (on other teams) you’ll work with regularly
• Any external partners (outside of the company) you’ll work with regularly
• Your new direct reports (if you’re a manager)

In each meeting, learn about your coworkers’ roles within the company—and also get to know them as people. Ask lots of questions about the company culture, internal processes, reporting structures, team and company challenges, and other questions that come up as you’re learning the ropes. It’s important to have these conversations before you make plans to change the way things are currently run.

“Too many times, [people] come into the role and say, ‘At my last company, we did it this way,’” Williams says. “That turns people off. You need to be a student before you become a teacher.”

4. Set SMART goals .

Once you’re clear on your high-level priorities, set specific goals that ladder up to your priorities for the 30-, 60-, and 90-day phases. These goals should be SMART: specific, measurable, attainable, realistic, and time-bound.

For example, instead of “Understand our SEO,” a SMART goal would be, “Within the first 30 days, identify our top 10 target keywords and assess how we’re currently ranking for them.”

5. Determine how you’ll measure success.

This will likely be different for each of your goals. Metrics are often quantifiable (revenue, pageviews, etc.), but some goals might have more qualitative metrics, like positive customer feedback. However, try to make even qualitative metrics measurable—for instance, the number of five-star reviews you receive.

6. Be flexible.

Don’t worry if you don’t end up following the plan precisely. Every job is different, so tailor your plan based on what you know about the role and organization, but accept that it will likely change. Ask for feedback throughout your first 90 days (and throughout your tenure at the company). If you have to course-correct as you go, that’s totally fine.

If you’re a team lead or executive, consider adding, “Conduct a SWOT analysis of my project, team, the department or the company as a whole,” to your plan during month two or three. SWOT simply stands for strengths, weaknesses, opportunities, and threats. Once you complete this exercise it might help you adjust the rest of your plan as well as set longer-term goals and strategies.

Also, don’t stress about the length of your written plan—it’s the quality that counts, Kaplan says. “I've gotten [90-day plans] that were two pages long and were perfect, and ones that were 40 pages long and were useless.”

30-60-90 day plan template

If all that feels a bit overwhelming, or you’d just like some more guidance, check out our (free) downloadable 30-60-90 day plan template .

Not a fan of our formatting? (Or just need the words and nothing else?) Copy and paste the text below for each month of your plan.

My 30-60-90 Day Plan

Prepared by: [Your name] Prepared for (optional): [Hiring manager or manager’s name, Company Name] Date: [MM/DD/YYYY]

Days [1–30/31–60/61–90]

Focus: [Your focus for your first month]

Priorities: [Your priorities for your first month]

Learning Goals

• [Your first goal.] ( Metric:  [How you’ll measure your first goal])
• [Your second goal.] ( Metric: [How you’ll measure your second goal]
• [Your third goal.] ( Metric: [How you’ll measure your third goal])

Performance Goals

• [Your first goal.] ( Metric: [How you’ll measure your first goal])

Personal Goals

30-60-90 day plan example

Use our 30-60-90 day plan template to start creating your own plan. If you’re stuck on how to fill it in, this example can provide some inspiration.

Focus: Learning

Priorities: Get up to speed on my role, team, and the company as a whole. Understand the expectations my manager has for me, learn how the internal processes and procedures currently work, and start to explore some of the challenges facing the company and my role.

Learning goals:

• Read all of the relevant internal materials available to me on the company wiki or drive and ask my manager for recommendations of articles, reports, and studies I should review. ( Metric: Reading completed)
• Get access to the accounts (email, task management software, customer relationship management platform, etc.) I’ll need to do my job. Spend time familiarizing myself with each of them. ( Metric: Task completed)
• Listen to five recorded sales calls by seasoned teammates. ( Metric: Five sales calls listened to)
• Meet with someone on the account management team to learn about what new clients can expect from the onboarding process. ( Metric: Task completed).

Performance goals:

• Make my first sales calls to key clients and prospects. ( Metric: Three sales calls completed)
• Ask my manager for feedback on my output and performance. Document the feedback so I can incorporate it in my future performance. ( Metric: Task completed)

Personal goals:

• Meet with my manager and as many other new coworkers as possible. Introduce myself and learn about their roles within the organization. ( Metric: Five meetings held)
• Set up recurring meetings with everyone I’ll need to work with on a regular basis—including cross-functional and external partners. ( Metric: Regular meetings set and attended)

Focus: Contributing.

Priorities: Perform my role at full capacity, with a decreased need for guidance. Start to explore how I can make a unique impact within my role and the company.

• Complete an online training course to learn how to better use our customer relationship management platform. ( Metric: One course completed)
• Shadow a seasoned member of the team, listen in on at least three of their sales calls, and document what I learn from observing their approach. ( Metric: Task completed)
• Make five sales calls a week to key clients and prospects. ( Metric: 20 calls completed)
• Ask a seasoned member of the team to observe at least one of my sales calls and give me feedback about how I can improve. ( Metric: Task completed)
• Listen to at least four of my own recorded calls and note self-feedback ( Metric: Four calls listened to)
• Ask for feedback from my manager and coworkers, and document the feedback so I can incorporate it in the future. ( Metric: TBD)
• Schedule coffee or lunch with someone from the company I haven’t gotten to know yet. ( Metric: Task completed)

Focus: Taking initiative.

Priorities: Start assuming more autonomy and finding small ways to practice leadership skills. Start to explore goals for the rest of the year.

• Identify and sign up for a conference, webinar, or online course that will aid in my professional development. ( Metric: One conference, course, or webinar signed up for)
• Analyze my performance so far and establish key metrics I care about (sales, leads, revenue, etc.). Implement a test to try to improve that metric. ( Metric: Task completed)
• Perform my core responsibilities at a higher level based on the metrics I outlined. (Close more sales, increase revenue, etc.) ( Metric: TBD)
• Develop an idea for a new project or initiative I can spearhead, and pitch it to my manager. ( Metric: Task completed)
• Complete the project or initiative I outlined and get feedback from key stakeholders. ( Metric: Project/initiative completed and feedback received from three key stakeholders)
• Get involved extracurricularly within the company by signing up for the corporate volunteer day or a company-sponsored club or sports team. ( Metric: Task completed.)

With our 30-60-90 day template, examples, and guidelines, you’re well-equipped to land the job you’re after or tackle your first 90 days in your new role. Happy planning!

Regina Borsellino also contributed writing, reporting, and/or advice to this article.

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How to create a 30-60-90 day sales plan? [ With template ]

Key takeaways.

• A 30-60-90 day sales plan is a structured roadmap designed to outline specific goals and strategies for achieving sales success within the first three months of a new role or project.
• The first month on the job is crucial, and you should learn about the company, its products, processes, and CRM.
• You start selling in the second month, and you should focus on strategies to achieve your sales quota.
• You should be vocal about ideas to improve team processes starting in the second month.

A 30-60-90 day sales plan is like finding the best route to success in your sales job, especially when you consider that 80% of all sales are made by just 20% of salespeople. 

This statistic highlights the importance of solid strategy and being part of a top-performing group. 

With the right plan, you can organize your first three months with clear steps and aim to hit your sales targets. This plan is great for anyone starting a new sales job, looking to improve, or preparing for a job interview. 

We’re here to guide you on how to make a 30-60-90 day sales plan that works for you. 

We’ll also cover the benefits, explain when it’s best to implement this plan, and guide you through building your own 30-60-90 day sales plan with the help of free templates and examples. 

• What is a 30-60-90 day sales plan? 

Benefits of a 30-60-90 day sales plan 

Things to know before creating a 30-60-90 days sales plan, how to create a 30-60-90-day sales plan.

• Checklist for 30-60-90 day sales plan 
• 30-60-90 day sales plan template free 
• 30-60-90 day sales plan examples 

Mistakes to avoid while creating a 30-60-90 day sales plan 

• Best practices: Use software to create and track a 30-60-90 day plan 

What is a 30-60-90 day sales plan?  

A 30-60-90 day sales plan is a clear course of action for the first three months of your new sales job. By strategizing and setting goals, you can transition smoothly or stress-free into the new organization as a sales rep. 

With this plan in action, you’ll be on the right track from the very first day. A well-thought 30-60-90 day sales plan helps you get off the ground and make a good first impression. 

Besides, your sales manager will be able to see how you are planning to move ahead in the organization and adapt to the new role. It gives your manager an idea of your first 30-60-90 days in the company. 

It is your golden chance to get in the good books of your sales managers. Your enthusiasm toward your new role and self-learning attitude can help you earn your manager’s confidence and trust. 

Success is the sum of small efforts, repeated day in and day out. – Robert Collier 

Incorporating a 30-60-90 day sales plan offers numerous advantages for sales professionals and managers. 

Below are the 6 reasons why a 30-60-90 day sales plan is important- 

1. Efficient new rep onboarding  

A 30-60-90 day sales plan is a foundational blueprint for onboarding and training processes.  

This ensures new sales reps are systematically introduced to the company’s sales strategies, techniques, and critical accounts. 

This structured approach accelerates the new hire’s ability to understand the target market and the company’s mission, enabling them to contribute effectively to the sales goals from an early stage. 

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2. Defined goals & metrics  

By breaking the plan down into 30-day segments, sales professionals and managers can set clear, achievable goals. 

This clarity helps measure success or progress, allowing for timely adjustments in sales strategies and efforts to ensure the sales targets are met or exceeded, thus enhancing sales performance across the board. 

3. Enhanced sales strategy development  

The 30-60-90 day plan for sales executives and managers facilitates a deeper understanding of the sales territory, including competition and critical clients. 

This period of analysis and adjustment helps to develop refined sales strategies that align with the market needs and company goals, ensuring a more robust sales process or better sales results. 

4. Fast track to new territory success  

For sales managers entering new sales territories, the 30-60-90 day sales plan offers a systematic approach to understanding and conquering the market. 

By setting specific objectives for learning, applying, or optimizing sales strategies, sales managers can achieve quicker success in new territories, establish key connections, and secure exciting key accounts more efficiently. 

5. Better team cohesion  

Implementing a 30-60-90 plan for managers ensures that all team members, including direct reports and other sales professionals, are aligned with the team’s goals and sales efforts. 

Regular sales meetings to review progress against the plan foster open communication, ensuring everyone is on the same page and working cohesively towards common objectives. 

6. Preparation for sales manager interviews  

For individuals interviewing for sales manager positions, preparing a 30-60-90 day sales plan for interview showcases strategic thinking, initiative, and a commitment to contributing to the company’s success from day one.  

It signals to the hiring manager that the candidate is proactive about their sales role and possesses a solid strategy to make an immediate impact, distinguishing them from other candidates.  

Integrating these benefits into a sales strategy makes the onboarding process more efficient and establishes a clear roadmap for sales professionals and managers to follow. This leads to enhanced sales performance, better team unity, and the successful achievement of sales goals. 

Entering a new sales territory is like migrating to a foreign country. A 30-60-90 day sales plan can be your GPS to move in the right direction and understand your target market. 

It’s important to immerse yourself in the company’s culture, understand its products, and get to grips with the sales CRM .  

Building strong relationships early on and understanding what the team and management expect from you will give you a competitive edge. All this effort lays the groundwork for success. 

Before developing your 30-60-90 sales plan, here is what you must do. 

1. Do your research  

Before you start your 30-60-90-day sales plan, it’s crucial to understand your job. 

This means knowing the sales targets you need to hit, how the company likes to sell its stuff ( sales process ), and what everyone expects you to achieve. 

Think of this step as setting up your GPS in the vast world of sales. 

By knowing your destination and the path, you can chart out a plan that gets you there smoothly, making sure every goal you set is something that moves you and the company forward. 

Research is formalized curiosity. It is poking and prying with a purpose. – Zora Neale Hurston   

2. Be realistic  

Be realistic and honest while creating the 30-60-90 day sales plan. No one knows your limits or capabilities better than you. So only include things that you will be able to do. Do not write things only to impress the sales manager. You must do something you’ve written to satisfy your manager. 

So, ponder over your strengths and weaknesses. Find out what you can do, align it with the management’s expectations as well as the goals of your sales team, and then create the sales plan. 

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3. Stay focused

The journey will seem difficult initially, but if you stay focused, you can succeed. It would help if you did all it takes to prove that the company didn’t make any wrong decisions by hiring you. 

Starve your distractions. Feed your focus – Anonymous

Your journey won’t end when you only create the sales plan. You’ll have even to execute it successfully. For that, you need to be focused throughout the 90-day plan. Your management should be able to see that you are capable of self-management and achieving goals. 

Creating a 30-60-90 day sales plan is a strategic step toward ensuring success in your sales role. 

It’s about setting clear intentions and aligning your efforts with broader team objectives. The first 90-day plan is crucial. 

And here is how you can do that. 

1. Define goals during the first week of the job  

Start by setting specific, achievable goals within your first week.  

This could involve understanding the sales process, getting to know your sales team and manager, and beginning to familiarize yourself with your sales territory.

This one step- Choosing a goal and sticking to it – changes everything – Scott Reed

Your initial goals in the 30-60-90 day sales plan should include learning about the company’s products or services, the target market, and key accounts. 

Establishing these foundational goals early sets the stage for a successful ramp-up period, ensuring you’re ready to hit the ground running. 

2. Make sure your goals align with the team’s goals

It’s crucial that your objectives within the 30-60-90 day sales plan not only serve your personal growth but also contribute to the team’s broader sales targets. 

Engage with your sales leadership and peers to understand the team’s goals and how your role fits into the broader sales strategy.  

Unity is strength… When there is teamwork and collaboration, wonderful things can be achieved. – Mattie Stepanek

This alignment ensures that as you work towards your milestones, you actively support the team’s efforts towards achieving shared objectives, enhancing overall sales performance. 

3. Be clear about your priorities

With numerous tasks and goals, clarity on your priorities is essential. 

In the 30 60 90 day business plan, define which objectives are most critical in each phase—starting with onboarding or training processes, advancing to deeper engagement, and eventually focusing on closing deals or expanding your sales territory. 

Prioritizing tasks will help you manage your time effectively, ensuring you’re focusing on activities that drive the most value for your role and the sales team. 

Checklist for 30-60-90 day sales plan  

Starting a new sales job means adapting to a new environment where what worked before might not work now. 

Each company is unique, with its goals and ways of doing things. It’s essential to go slow at first, learn about the company and build a strong foundation. 

This approach is essential for creating a successful 30-60-90 day sales plan that guides you through learning, fitting in, and finally, excelling in your new role. 

Below is the checklist for the 30-60-90 days sales plan that you can create- 

1. Checklist for 30 day sales plan  

The first month of any new job is crucial, as this is where you’ll get acquainted with the company and its process. So, here’s how you can get a headstart on your job – 

• Once you’ve completed onboarding and training, study the company’s vision and mission. Then, visit its website and social media pages. 
• Invest time in understanding the company’s history, work culture, strategic business plan, and success. 
• Study the market and ongoing sales trends.
• Analyze the competitors and their strengths as well as weaknesses. 
• Review all the written material like brochures, blogs, industry publications, and other content. 
• Meet the product team and understand every point (why the product was developed, sole motive, features, functionality, value, propositions, etc.). 
• Meet with the manager to understand the sales priorities, goals, and current issues. 
• Familiarize yourself with the sales methodologies and sales process followed by the team.  
• Study the ideal customer persona(Find out what the best fit company looks like and who should be targeted in the prospect’s company, i.e., decision maker) 
• Study the case studies of satisfied customers and find out how the product helped the customer. 
• Get familiarized with the past customers and the few key accounts the sales teams are working on. 
• Schedule a meeting with the top performers to understand how they approach sales. 
• Shadow your teammates and listen to how they conduct sales calls.  
• Listen to the sales call recorded by the top performers and note the phrases, rapport-building techniques, and closing strategies they use. 
• Learn how long it takes to convert a deal into sales and which steps are involved. 
• Take training on using CRM and other tools used by the sales team.  
• Analyze the new role and responsibilities and your current skills, and identify what new things you’ll need to learn. 
• Spend time with the marketing and customer support team to understand how they function. 

2. Checklist for 60 days sales plan  

In any company, the first month goes into learning and adapting to the surrounding environments. In the second month, you face the real challenges when you get on the field and start selling. 

So the second month should be planned carefully. The real battle starts when you get the quota and need to strategize to achieve the sales quota . You must begin contributing to your sales team’s growth from the second month. Voice your thoughts and give ideas to improve the team’s processes. 

During 31- 60 days, you must connect and develop relationships with prospective buyers and other sales professionals. In the second month, explore your sales CRM and enter details.  

Developing weekly personal goals during this period can help you stay on track. Even teaming up with coworkers for mock calls can help boost your confidence and prepare you for future sales challenges. 

Below is the checklist for the second-month sales plan that you can create. 

• Have a mock call session with the team. 
• Create milestones that must be achieved to create value for the company. 
• Create a clear sales workflow map. 
• Strategize outbound activities. 
• Enter data into CRM and explore its various features.  
• Explore multiple sales channels for connecting with prospects. 
• Create sales email templates and save them in the CRM simultaneously.  
• Collect sales leads and plan them for the week.  
• Evaluate leads against the buyer persona.  
• Prepare for prospecting calls. 
• Research and collect information about potential prospects.  
• Make at least 40 calls per day. (spend 10 minutes on each call) 
• Create a cold calling script . 
• Create a list of questions for lead qualification.  
• Set time for qualifying the leads.  
• Prepare for discovery calls. 
• Block time for setting appointments.  
• Create a strategy for sales follow-up. 
• Prioritize activities for each day. 

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3. Checklist for 90 days sales plan   

By the third month, you’ll be able to blend in with the new sales environment. The third month will be about putting what you learned in the first sixty days into action.  

During the 61-90 days, you’ll have to speed up the process and start closing deals to achieve your sales quota. From tweaking strategies to nurturing relationships, a lot must be done in the third month. 

You’ll have to track and analyze your sales approach to see what’s not working and make real-time amendments. 

During the 61-90 day period, you’ll have to make your sales manager and the team realize you are valuable. It is your last chance to prove everything you claimed during the interview process. So, make a strong game plan for the third month. 

Below is the checklist for the third-month sales plan that you can create. 

•  Block time for nurturing activities. 
•  Create impactful presentations for the sales meetings. 
•  Prepare for the presentations. Make points to discuss for each slide of the display.  
•  Create strategies to handle objections. 
•  Set the time for following up after the presentation and address concerns.  
•  Create a strategy for closing the deals. 
•  Block time for coordinating with prospects who are in the closing stage. 
•  Create sales reports and analyze sales performance.  
•  Tweak the process for improving the conversion rate. 

30-60-90 day sales plan template free  

You know what to follow when creating a 30-60-90 day sales plan, but how do you assemble these tasks and execute them? Well, we’ve created an extensive 30 60 90 day sales plan template so that you can easily manage all your tasks from one place. 

Click on the link below to get a 30 60 90 day sales plan template free and crush your sales goals! 

30-60-90 day sales plan examples  

Making a 30-60-90 day sales plan is key for new and experienced salespeople to do well. It helps set clear goals for the first three months.  

Here are some examples of 30-60-90 day sales plans- 

30-60-90 day plan: New sales rep   

This plan serves as a roadmap for new sales reps or job candidates, offering a structured approach to mastering their new role and demonstrating their preparedness during the interview process. 

Phase 1 (Days 1–30): Understand   

• Complete all onboarding and training processes to understand the sales strategies and processes.  
• Learn about the company’s mission, sales goals, and the key players within the organization.  
• Get acquainted with the company’s products/services and target market and what industry certificates they have. 
• Conduct research on key accounts and the competitive landscape.  

Phase 2 (Days 31–60): Implement   

• Shadow experienced sales team members to learn from real interactions.  
• Practice sales pitches and calls with sales managers and peers.  
• Start engaging with potential clients to build your sales rep experience.  
• Begin tracking all sales activities and setting initial sales targets.  
• Compile a list of prospective customers and start outreach efforts.  

Phase 3 (Days 61–90): Optimize  

• Evaluate your sales performance, identifying strengths and areas for improvement.  
• Set sales goals for the following month, focusing on enhancing sales strategies.  
• Refine your approach based on successful outcomes and explore new methods for areas lacking results.  
• Establish a daily routine to boost productivity and plan regular reviews with sales leadership to discuss progress.  

30-60-90 Day Plan: Sales manager example   

A sales manager’s plan emphasizes team building, process optimization, and leadership skills to elevate the entire sales team’s performance. 

• Complete necessary company onboarding and familiarize yourself with sales leadership tools and processes.  
• Meet with each of your direct reports to understand their strengths, challenges, and goals.  
• Assess the current sales process or identify inefficiencies and areas for potential improvement.  
• Research competitors and gather feedback from team members on the existing sales strategy or management practices.  
• Implement changes based on initial assessments and feedback.  
• Identify skill gaps within the team and consider training process enhancements or tool integrations.  
• Develop data-driven strategies for improving sales performance and set achievable sales goals for the team.  
• Introduce at least one change based on team feedback to foster a culture of continuous improvement.  
• Solicit feedback on recent changes and assess the impact on team dynamics or sales results.
• Establish a structured daily routine to maximize team productivity and efficiency.  
• Organize regular meetings with team members to discuss progress, challenges, and future sales strategies.  
• Make adjustments based on feedback, focusing on long-term sales goals and team development.  

These examples showcase a comprehensive approach for new sales reps and managers to navigate their roles effectively, setting a strong foundation for success in the competitive sales game.

A 30-60-90 day sales plan gives you a clear direction in the new job. It shows you what you’ll be doing in the first three months.

You will be able to reach your destination when you have a clear map. The 30-60-90 day sales plan should be tactfully developed. Here are the mistakes you must avoid while making the 30-60-90 day sales plan. 

Mistake 1 – Having a vague plan  

An ambiguous plan is like a foggy morning that can mislead you. Your sales plan should tell you what exactly needs to be done in the first three months. Be specific while writing the program. Include the date, number, or anything that’s required. 

In fact, only 60% of sales reps meet their quota . This shows how important it is to have a clear and measurable plan. 

For instance, “I will make 40 calls in a day”. With just one glance, you should know what needs to be done. This way, you will save time and do what’s essential for meeting the sales quota. 

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Mistake 2 – Not getting feedback   

Feedback is crucial for refining your 30-60-90-day sales plan. Feedback lets you determine whether you are on the right path or need to change your approach. 

So, once you create your entire sales plan, please share it with your manager and experienced team members. 

They might advise you to add more points or edit the existing ones. So, make sure you approach your manager or team’s top performers for some valuable feedback. 

Mistake 3 –  Not being flexible  

When you enter a new place, you don’t know much. You observe, research, and try to create a plan. 

When you start executing your project, you might discover that some things aren’t how you assumed them. 

You might have to adjust the schedule. Don’t get discouraged; instead, be flexible and make the change immediately to reach your goals. 

Best practices: Use software to create and track a 30-60-90 day plan  

Using CRM software significantly streamlines the creation and tracking of 30-60-90 day sales plans .

This technology integrates sales reporting and analytics into one platform, enhancing goal setting and success measurement. 

Essential CRM features

• Dashboards : Visualize performance metrics to pinpoint successes and areas needing improvement. Sharing dashboards keeps sales teams and leadership aligned. 
• Custom Goals : CRMs enable personalized goal setting linked to specific deals or tasks, ensuring sales reps have clear objectives. 
• Performance Tracking : Monitor team achievements and identify when additional support, such as training or coaching, is necessary. 
• Forecasting : Helps in setting realistic milestones with projections of revenue, guiding focus towards achieving sales targets. 
• Insightful Reports : Tailored reports on KPIs and account performances provide clarity on team and individual progress, facilitating strategy adjustments. 

Adopting CRM for your 30-60-90 day plan not only simplifies its development but also enhances the ability to monitor and adapt sales strategies, aiming for continuous improvement in meeting sales goals. 

Wrapping up  

A 30-60-90 day sales plan is your roadmap for success in a new sales role. 

By setting clear goals, seeking feedback, and staying adaptable, you lay down a solid foundation for your journey. 

Remember, the key to a great plan is not just in the planning but in the doing and tweaking as you go. 

Stick to this approach, and you’ll confidently navigate your first three months, setting yourself up for a winning streak in the competitive sales world. 

Keep it specific, open to input, and flexible – and watch as your sales plan turns into sales success. 

Frequently Asked Question  

A 30-60-90 plan breaks down your goals for the first 30, 60, and 90 days in a new role or project. It begins with setting learning goals, continues with applying that knowledge, and finishes with actions to achieve your objectives. 

A sales manager 30 60 90 plan is a clear guide for new sales managers to hit the ground running.  

In the first 30 days, it’s all about understanding the team and how things work, which is key for a good 30 60 90 day plan for sales managers.  

The next 60 days are for putting what you’ve learned into action, improving sales strategies, and helping your team get better, fitting into a sales manager 90 day plan.  

The last 30 days are about making sure you and your team are on track to meet your sales goals.  

Following a 30-60-90 day plan sales manager example helps you lead your team effectively right from the start, making the 30 60 90 day sales manager plan really important for success. 

Sure, for a sales manager role, presenting a well-structured 30-60-90 day sales plan during an interview is crucial.  

This plan should outline a clear strategy that demonstrates your approach to achieving success within the first three months on the job. Typically, the plan is broken down into three phases: 

• 30 day sales plan (Assessment and Learning)  

Under the sales manager 30 60 90 plan, the initial month is about orientation and assimilation. 

This involves understanding the company’s sales processes, products, and team dynamics. 

The goal is to assess the current sales strategies, team strengths, and areas for improvement. You’ll also establish relationships with your team and other key departments. 

• 60 day sales plan (Strategic Planning and Integration)  

The sales manager 60 day plan focuses on using insights gained in the first 60 days to develop and integrate strategic sales initiatives. 

This may include implementing new sales methodologies, training sessions to address identified skill gaps, or restructuring the sales territory for better coverage. 

Additionally, you’ll start setting measurable goals for the team and individual sales representatives. 

• 90 day sales plan (Implementation and Execution)  

By now, your 90 day plan for sales manager should shift towards full-scale execution. 

This means actively managing your sales team towards the new objectives, monitoring performance, and making necessary adjustments. 

It’s time to solidify your leadership position, drive sales efforts forward, and demonstrate tangible results from the strategies you’ve implemented. 

For a 30-60-90 day plan for sales manager interview, it’s essential to articulate how each phase will contribute to the overall sales targets and team development. 

Highlighting your proactive steps for learning, strategic planning, and execution shows your potential employer that you have a concrete, actionable plan for making a significant impact in your role as a sales manager. 

Riyanshi Chaplot

Riyanshi is an enthusiastic content creator and SEO strategist at Salesmate who curates information on marketing, sales, and customer experience. She loves to explore new places and meet new people when she is not working.

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What is a 30-60-90 day plan?

6 benefits of a 30-60-90 day plan, when to use a 30-60-90 day plan, what to include in a 30-60-90 day plan, 30-60-90 day plan template for managers, 9 tips for creating a 30-60-90 day plan.

"The more I help out, the more successful I become. But I measure success in what it has done for the people around me. That is the real accolade." Adam Grant, organizational psychologist and BetterUp Science Board Advisor 

When it comes to setting your people up for success, a little help goes a long way. How are you setting up your workforce to reach its full potential ? 

Well, if you ask any leader, a lot of it comes down to helping your employees think strategically from the start. It’s beyond finishing a project, solving a problem, or completing the menial, day-to-day tasks.

Of course, the day-to-day duties help to get work done. But it’s also helping your employees connect their day-to-day to the larger purpose of work . Why does that purpose matter? How does their work connect to the organization’s goals, mission, or purpose? 

When I first started at BetterUp, my manager shared a fully fleshed-out spreadsheet and Google document as part of my 30-60-90 day plan. In these resources, there were targets to hit, milestones to reach, and tasks to complete. 

But more importantly than the line items was the sentiment: the strategy behind the 30-60-90 day plan helped to set me up for success. It was that extra mile to help out a new hire that allowed me to onboard successfully to my new role. And it was the help I needed to see the larger vision of how my work connected to organizational success , even if I didn’t fully know it yet. 

When we think about helping others around us be successful, having a plan is critical. In fact, 69% of employees are more likely to stay with a company for three years if they had a good onboarding experience.

Having a roadmap for the first three months can help your employees acclimate to the company culture. It'll also help them ramp up to the role and meaningfully connect with others — and ultimately lead to better performance.  

Sure, the plan might change. After all, we’re in a rapidly changing world where plans are often etched in pencil instead of stamped in pen. But if you’re hiring new employees or onboarding teammates, it’s important to give your workforce a sense of where you want to see them go. 

In this post, we’ll walk through what makes a good 30-60-90 day plan. We’ll also talk about the benefits of a good plan — and even give a template example to help you help your employees. 

First, let’s understand what defines a 30-60-90 day plan. The 30-60-90 plan is a key part of a robust onboarding process . And in remote and hybrid work environments, the onboarding process is more important than ever. It’s critical that in these early days of onboarding, you’re building culture and connection with your new employees. 

A 30-60-90 day plan is a document or resource that outlines the goals and strategies for a new employee within the first 90 days. It serves as a guide, a resource, and a checklist for your new hires.

When a new employee joins your organization, there’s likely a stage of information overload. In the onboarding process, the employee absorbs a lot of information. They might be networking and setting up coffee chats with other employees. They’re probably in a good chunk of training sessions and other sorts of new hire workshops. 

Depending on how your organization runs the onboarding process, your employees are likely trying to ramp up in their new roles. At the same time, they're also soaking in everything they can about the organization. All while your employees are acclimating to the new role, they’re also making connections. Or, at least, they should be.

In short: it’s a lot. It can feel overwhelming to retain all the information a new hire receives. Sometimes, it can lead to confusion or misalignment on overall goals. 

But with a 30-60-90 day plan, you’re able to clearly outline the expectations you have for your employee. As a manager, it’s a useful resource and tool to help keep the onboarding process on track. It can also serve as an accountability tool, one where you can ensure your employees are meeting your expectations. 

Let’s talk more about what benefits come with a clearly outlined 30-60-90 day plan. 

There are plenty of benefits to a 30-60-90 day plan, for both the employer and the employee. Here are six of our favorite benefits to consider. 

• It helps optimize productivity  

It sets clear expectations 

• It helps with goal setting  

It can help alleviate the new job jitters 

It empowers employees to self-manage their work , it serves as a reminder of priorities , it helps optimize productivity .

Ashley Ballard, social media manager, BetterUp, shared why a 30-60-90 day helped their productivity in the first three months of work. 

“I'm someone who benefits from an itemized list of expectations so that I’m not hindering my productivity by feeling anxious about my work product. It also keeps everyone on the same page about the meaning behind your role and how you will directly support team goals.” Ashley Ballard, social media manager  

As you’ll notice in some of these benefits of a 30-60-90 day plan, there’s a lot of overlap in what makes an employee productive. For Ashley, it’s clear expectations, alignment on the role, and clear communication about the priorities at hand. One could argue that all the benefits of a 30-60-90 day plan can contribute to overall increased productivity . 

It doesn’t get much clearer than getting a document of expectations in written form. At BetterUp, our 30-60-90 day plans come with a “checkbox” field to notch once you’ve completed the task at hand. 

Clear expectations can be hard to set, especially at the nebulous start of someone’s employment in a new role. But with a 30-60-90 day plan, you’re able to clearly outline your expectations as a manager. 

It helps with goal setting 

On my 30-60-90 day plan, I had a list of more administrative or mundane tasks. For example, I needed to upload my information into our HR management system. I needed to review the necessary policies and documents. I needed to set my email signature with the appropriate information. 

But it also outlined higher-level objectives. As a marketer and writer, I needed to learn the BetterUp voice, tone, and perspective. My manager clearly outlined blogs and resources that I could read, practice assignments that I could take on, and even some videos to watch. In fact, one of my goals was to write a blog within 30 days. 

Many of the new hire checklist items served as foundational tasks to get to me my goal. And by providing me with all the information at once, I could more easily connect the dots to the “why” behind some of the work I was receiving, too. 

Have you ever started a new job and not really know what you’re supposed to do with yourself? 

In my last job, I attended a half-day new hire orientation . I still remember going back to my desk upstairs, meeting my new manager, sitting down, and logging into my computer. I played around with my systems and got myself set up on my laptop. But after about an hour, I found myself spinning my chair around to my new boss and asking if I could help with anything. 

Frankly, I had no idea what I was supposed to be doing with myself. I felt that instant anxiety of not contributing anything meaningful, even though it was just my first day. 

There’s a lot of inherent pressure, stress, and anxiety that comes with starting a new job. New job anxiety is totally normal. It happens to all of us.

No matter how great we felt through the hiring process , on top of the world with our offer letter, as the new kid you can feel at loose ends pretty quickly. You waste time in self-doubt or doing unimportant tasks to look busy and loose confidence and momentum. But one way to help alleviate the jitters your employees are feeling is by giving them a plan. 

Ashley Strahm, content marketing manager, BetterUp, shared why she finds having set milestones in place can help reduce anxiety . 

“I’ve come to experience onboarding as a time where folks are the most hungry, curious, enthusiastic, and eager to please. Having a plan with milestones from the outset means that none of the initial emotions that come with starting a new job overwhelm or cause scattered or inefficient outreach — and anxiety about performance."  Ashley Strahm, content marketing manager

Without a 30-60-90 day plan, you couldn’t possibly have made the connections or digested the right resources to help quell those productivity nerves. And without it, you risk a big loss. Those early days are when new hires have the freshest eyes. It’s the best and most optimal opportunity to ask your new hires to observe and provide feedback. 

I’ve never heard of a manager that wants to hold their employees’ hands through every project. Sure, there are micromanagers who like to stay close to their employees’ work. 

But at BetterUp, we’re big believers in giving employees autonomy to self-manage their work. We talk about this in the context of some of our high-impact behaviors: extreme ownership, bias toward action, craftspersonship, and work to learn. 

Managers also need their time to focus on high-impact work and priorities. So when it comes to onboarding a new employee, it’s not plausible to walk your new hire through everything they need to know. And if you were to do so, it certainly wouldn't set them up for success. 

A 30-60-90 day plan empowers your employees to self-manage their work. By leveraging a 30-60-90 day plan as part of your onboarding strategy, you’re giving your employees autonomy to build their own schedules. It helps give them the roadmap but how they get to the final destination is up to them. 

Hand-in-hand with self-management comes managing priorities. We all know that work is busy. As your employees become more acclimated to the role, it’s likely their workload is gradually increasing. 

But with a 30-60-90 day plan, your employees are reminded of their priorities. And it’s on your employees to manage their priorities effectively, which is a good life and work muscle to flex. 

So, you might be wondering when to use a 30-60-90 day plan. When is it most effective? What situations will it have the most impact? Let’s dig in. 

30-60-90 day plan for an interview 

Job seekers, this is for you. If you want to knock the socks off a potential employer, consider putting together a 30-60-90 day plan for your interview. Even if it’s just an informational interview , you can show how you’d approach your first 90 days on the job. 

For example, let’s say you’re interviewing for a sales position. From the job description and from your informational interview, you know what markets you’ll be focused on. You also know about some target accounts and have a good sense of the industry.

While you might not know exactly what you are going to be doing, you have a good idea. You’ve worked in software sales for a while, enough to know how to approach breaking into a new market. 

So, you decide to come up with a proposed 30-60-90 day plan. You put together a rough sketch in a Google sheet about what you would focus on in your new role . 

30-60-90 day plan for a new job

More commonly, 30-60-90 day plans are used in the onboarding process. This is useful for both hiring managers and employees. For example, at BetterUp, I received my 30-60-90 day plan on my first day of employment. It helped to set expectations about what I would be focused on for the next three months. 

But some companies also use 30-60-90 day plans for things like performance reviews or even lateral moves within the organization. You can also use 30-60-90 day plans for project-based initiatives. 

First, it’s important to understand that 30-60-90 day plans should be personalized based on the employee. For example, a new employee in an entry-level position will probably have a radically different plan than that of a new executive. 

And 30-60-90 day plans for managers are going to look different than plans for individual contributors. There are nuances to these sorts of plans because of job responsibilities, work goals , expectations, and experience. 

But generally speaking, we can outline four key components of a 30-60-90 day plan. 

Expectations and concrete goals 

Go-to resources and information .

• New hire checklist or to-do list  
• Company mission, culture, the purpose of work  

Every 30-60-90 day plan should have clear expectations and concrete goals. As a manager, it’s important to clearly communicate the expectations you have for your employees. For example, my manager has created a couple of documents that very clearly outline the expectations of her employees. 

Oftentimes, expectations serve as the foundation for your working relationships. As part of my 30-60-90 day plan, my manager also asked about my expectations. In a lot of ways, it’s a two-way street.

I filled out a document that outlined my preferred working style, my communication style, and how I  resolve conflict . It helped both parties to essentially get a good sense of how the other works. 

Along the same vein of expectations are goals. My manager expressed some clear goals that she wanted me to reach within my first 90 days. But I also had the opportunity to think about my own personal goals and what I wanted to accomplish.

Together, we iterated on the plan to come up with an action plan. Some of these goals can ladder up to other big milestones that you’d like to have your employees reach along the way. 

The world of work is a complex one. Especially in today’s day and age, there’s a lot of information that’s probably changing rapidly. 

For example, is your workforce hybrid or remote? What sort of COVID-19 guidelines are in place? How do you submit your expense reports or ask for time off? What systems does your organization use for benefits ? What employee resource groups or culture programs does your organization have? 

A 30-60-90 day plan is a good one-stop-shop for all the resources your new hire will need. It’s a great reference and resources with a wealth of information (and can help your employee become more self-sufficient, too). 

New hire checklist or to-do list 

When an employee joins a company, there are a lot of “tasks” that need to be done. For example, I needed to enroll in my benefits and 401K. I needed to upload my personal contact information into our human resources management system. I needed to upload my Slack photo and put my preferred pronouns on my email signature and Slack profile. 

A 30-60-90 day plan is a great place for all of the one-off tasks that every new hire needs to complete. It also helps keep your employees on track with all the administrative and HR tasks needed within the first couple of months of employment. 

Company mission, culture, and purpose of work 

Last but certainly not least, your employees need to understand the purpose of work. This likely won’t “click” fully in the first 30 (or even 90) days. But it’s important to start drawing connections between their work and the company’s vision early on. 

In a recent Forbes article, Great Place to Work® released new data around employee retention . One of the top drivers? Purpose. In fact, employees at top-rated workplaces in the US reported that if they feel their work has a purpose , their intent to stay at said companies triples.

Don’t dismiss the role that purpose plays in your organization. At BetterUp, we’re on a mission to help everyone everywhere live with greater purpose, clarity, and passion . This can only happen if employees understand their purpose and the role of their work in the company’s mission. 

We’ve created a free draft 30-60-90 day plan template to use for managers. Access the draft template and start using it today. 

30-60-90 day plan for interviews

As mentioned earlier, there are some situations where an employee may prepare a 30-60-90 day plan as part of an interview. Or, perhaps as part of your company’s hiring process, you ask job applicants to put together their plans. 

With these elements, you’ll be sure the candidate is ready to hit the ground running. Here are some key components you should look for in a job applicant’s 30-60-90 day plan: 

• Short-term goals (generally achievable, time-bound goals)
• Long-term goals (that are also measurable goals)   
• Establishing metrics for success 
• Outlined priorities (especially for the first week) 
• Learning new processes 
• Meeting the new team and team members 
• Any learning goals (or professional development goals ) 

Of course, your 30-60-90 day play is going to be catered to each individual. We’re all human with different responsibilities needed. Keep these nine tips in mind as you put together your 30-60-90 day plans. 

• Set SMART goals  
• Consider what you want your employee to prioritize 
• Encourage professional development  
• Encourage reflection time 
• Outline goals into months: first month, second month, third month 
• Ask for input from your employees and direct reports 
• Promote ongoing learning about the company culture and purpose 
• Adjust (and readjust) as needed 
• Follow-up on the progress 

You can always work with a coach to help outline what might be needed in your 30-60-90 day plan. A coach will have a wealth of experience in the field and an objective, third-party perspective. With guidance from BetterUp, you can ensure you’re setting up your people for success.

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Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

How to create a work plan (with template)

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Free 30-60-90-Day Business Plan Templates and Samples

By Joe Weller | September 4, 2020

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In this article, we’ve compiled a variety of useful 30-60-90-day business plan templates. Download them in PDF, Word, and Excel formats for free.

On this page, you’ll find a one-page 30-60-90-day business plan template , a sample 30-60-90-day business plan for startups , a sample 90-day business plan template with timeline , and more that you can use to develop an actionable plan.

Simple 30-60-90-Day Business Plan Template

Use this simple 30-60-90-day business plan template to map out main goals and deliverables. You can easily break down your high-level plan into bite-sized chunks to create an effective roadmap for accomplishing business goals. Add key tasks and descriptions, assign ownership, and enter deadlines to keep plans on track.

Download Simple 30-60-90-Day Business Plan Template

Word | PDF | Smartsheet

One-Page 30-60-90-Day Business Plan Template

Document key goals and tasks with this single-page 30-60-90-day business plan template. This template can help you create a high-level view of main business objectives and track the status of your goals in an organized and scannable manner. 

Download One-Page 30-60-90-Day Business Plan Template

Word | PDF  | Smartsheet

Sample 30-60-90-Day Business Plan for Startup 

Use this sample 30-60-90-day plan as a basis to build out and develop your organization’s startup business plan. This template enables you to produce and implement a plan of action — from idea conception to business plan finalization. There is also space to detail main goals and deliverables, assign task ownership, and set due dates to ensure your plan stays on track.

‌Download Sample 30-60-90-Day Business Plan for Startup Template 

Sample 90-Day Business Plan Template with Timeline

This sample 90-day business plan template is customizable and doubles as an action plan and timeline so you can track progress in 30-day increments. Easily break your plan into phases, then add key tasks, task ownership, and dates for each activity. You can also fill in and color-code the cells according to the respective start and end dates to create a visual timeline. 

Download Sample 90-Day Business Plan Template with Timeline - Excel

30-60-90-Day Business Plan to Increase Sales (With Gantt Chart)

Use this template to develop a 90-day action plan to increase sales for your business. This customizable template is designed to help you reevaluate and improve your sales strategy and business plan. Broken up into 30-day increments, this template comes pre-filled with actionable tasks, like defining and prioritizing goals, conducting market research, evaluating current processes, finding untapped opportunities, and refining your sales plan to reach sales goals.

Download 30-60-90-Day Business Plan to Increase Sales

Excel | Smartsheet

For additional resources to create and enhance the sales plan portion of your business plan, visit “ All about Sales Plans: Definitions, Tips, and Free Templates .”

30-60-90-Day Business Plan for Marketing

This 30-60-90-day business plan for marketing features a simple and scannable design to help stakeholders track the progress of key marketing goals and activities. Use this customizable template to provide an overview of main objectives and the status of tasks you need to complete.

Download 30-60-90-Day Business Plan for Marketing

Excel | Word | PDF

For additional resources to help develop the marketing plan portion of your business plan, view “ Free Marketing Plan Templates, Examples, and a Comprehensive Guide .”

Purpose of a 30-60-90-Day Business Plan

Unlike a 30-60-90-day plan used to interview for or transition into a new role, a 30-60-90-day business plan is a useful document for developing a roadmap covering the first 90 days of your business planning process.  

Small-business owners, entrepreneurs, and established organizations use a 30-60-90-day business plan to do the following: 

• Establish high-level goals, objectives, and deliverables for the first 30, 60, and 90 days.
• Align your team’s goals with overarching business goals.
• Outline key business activities needed to accomplish the established goals.
• Determine the necessary resources to effectively complete the tasks.
• Define success metrics.
• Assign activity ownership, define milestones, and create a timeline to keep the plan on track.

Looking for additional resources to help you develop your business plan? Visit the following pages for more free templates:

Simple Business Plan Templates

One-Page Business Plan Templates

Fill-in-the-Blank Business Plan Templates

Business Plan Templates for Startups

Business Plan Templates for Nonprofits

Streamline Your 30-60-90-Day Business Plan with Real-Time Work Management in Smartsheet

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You did it! Whether you've landed the big interview or accepted a new job offer, it's time to prepare your 30-60-90 day plan. While you may be in a celebratory mood, you can't rest on your laurels quite yet. Far from it — it's time to get to work. 

While 90 days may seem like a long time, it often takes even longer to really find your groove. In fact, 9% of employees take up to a year to feel comfortable in their new roles. Simply put, starting a new job can be awkward . After all, there's a lot to learn. 

A 30-60-90 day plan is what you need to outline your goals and objectives for the first three months on the job. Not only does this demonstrate your commitment and enthusiasm in the position, but it provides the hiring manager with another tangible way to gauge your fit. As the old storytelling adage goes, it's always better to "show don't tell."

The plan is divided into 30-day chunks, with specific tasks and milestones for each stage. With this in hand, new employees have a clear roadmap for learning the responsibilities of the role, who to meet on the team, and what goals you’re striving for in your new role.

So whether you’re preparing for an interview, starting a new job, or launching a new long-term project or campaign, a well-crafted plan can make all the difference. 

In this article, you’ll learn everything you need to know about creating your 30-60-90 day plan.

Understanding the 30-60-90 plan

Why should you create a 30-60-90-day plan? There are many benefits, but here are a few high-level ones: 

• Outline your direction and purpose
• Prioritize your efforts
• Facilitate self-managed work
• Ease new job anxiety
• Establish credibility with your team
• Build relationships with key stakeholders
• Track your progress and performance
• And unless you were given one, it’s probably expected!

30-60-90 day plans are typically used for a new employee, but that’s not the only scenario. Let’s walk through the most common scenarios for building a 30-60-90 day plan.

Interview 30-60-90 day plans

30-60-90 days plans often play a major role in the interview process as a screening exercise, or developed individually to stand out to the hiring manager in the competitive job market . A well-crafted 30-60-90 day plan can give you the edge you need to land the job offer by showcasing your dedication, strategic thinking, and readiness to contribute on day one. This is your opportunity to demonstrate what a valuable asset you’ll be through your understanding of the company's mission, its goals, and the challenges it faces (before you even get the job and inside scoop).

New job 30-60-90 day plans

Of course, that same plan will come in handy after you ace the interview and accept the offer. A well-structured 30-60-90 day plan can ease the logistics of transitioning into a new role, plus improve your job satisfaction in the long term. And, with excellent onboarding that incorporates clear objectives and milestones, 69% of employees state they are more likely to stay with a company for three years. Yet 60% of companies do not set any milestones or goals for new hires. So whether you’re proactively building a 30-60-90 day plan for your new role, or tasked with developing one by your new manager , you have the power to make a great impression and impact through strategic planning. 

Pro tip – the most productive employees continue their planning well beyond the 3-month mark!

New project/campaign 30-60-90 day plans

Big projects require careful planning and execution (believe it or not, 40% of projects fail because of poor planning). So, a 30-60-90 day plan is your opportunity to anticipate each challenge, task, and deliverable ahead of time, leading to a successful outcome for you and your team. Each major project has to have set goals that align with the overall priorities, and in order to deliver tangible (on-time) results, you need a solid plan. 

By sketching out a project's 30, 60, and 90-day intervals, teams can effectively navigate through its various stages, minimizing the likelihood of delays, scope creep , and other common pitfalls.

How to create an awesome 30-60-90 plan

So, that's all well and good, but how do you create a 30-60-90 day plan? While we have a template below to help you get started, here are a few things to keep in mind before jumping in.  

1. Outline your priorities

Before you begin, ask yourself what do you want to accomplish in your first three months? Your high-level priorities will help you better understand the scope of your project(s) so you can get to work developing a strategic plan. Once you have a solid understanding of your projects as a whole, you can then better define your goals and break them down into smaller tasks.

For example, increasing sales revenue is always a top priority for any business. A salesperson's priorities could be targeting new revenue opportunities, marketing could focus on increasing top of funnel, and development teams could prioritize new features targeting a new market.

Solving customer pain points is another excellent choice, as they are the lifeblood of the company. For example, a developer could prioritize enhancing the user experience of their app, or a product manager might focus on discovering which features are most frustrating to users.

Finally, you could always prioritize improving an inefficient process in your first few months on the job. For example, a project manager might implement a new productivity app to reduce inefficiencies, an HR manager could set up ATS software for the hiring process, and a sales manager could improve the qualification processes by setting up new automation workflows.

2. Organize your tasks

Now that you have the big picture, break your priorities down into actionable tasks. What's everything you need to do to achieve your big priorities? Start with the biggest, most obvious tasks first, like getting set up with your CRM or project management platform, then start thinking about all the little things that go into your project. Look at two tasks together and consider any potential steps to get from A to B. 

Another helpful approach is to consider the potential roadblocks and challenges that may arise along the way. By anticipating these obstacles and planning for them in advance, you'll have the resources and strategies in place to overcome them and stay on track. And, if you're feeling stumped on which tasks should get priority, you can use the Eisenhower Matrix to help you properly allocate your time and resources for your most urgent and impactful task work.

3. Create your timeline

With your tasks and priorities straight, you can now put everything together in the 30-60-90 day timeline. Hopefully, if you provided yourself enough context in the previous steps, this timeline should easily fall into place. Even so, think carefully about each chunk, which tasks are dependent on others, and allocate sufficient time for every work item to ensure your timeline is realistically estimated.

Determine the dependencies and durations for each task and create a sequential schedule with a logical flow. It’s also super important to make sure your timelines aren't too rigid. Things happen, and there always needs to be room for flexibility and adjustments as needed.

4. Set your goals

So how will you measure your success? With some concrete goals, of course! At this stage, you can begin clearly defining your goals for the 1-30, 31-60, and 61-90-day periods. The best 30-60-90 goals are SMART ( S pecific, M easurable, A ttainable, R elevant, and T ime-bound). 

When establishing your goals, you need to consider not only your performance goals, but your learning and personal goals as well.

• Learning goals: Focus on acquiring new knowledge, skills, or understanding to be successful. (Example – attend three training sessions on a new product or service)
• Performance goals: Achievements that are measurable and observable. (Example – increase monthly sales by 10% in the next 30 days)
• Personal goals: Aspirations focused around company culture and relationships with your new team. (Example – develop rapport and trust with your five new direct reports)

5 tips for executing your 30-60-90 day plan

1. measure progress across metrics.

So how's your plan going? Are you on track, or are you falling behind?. Goals are way harder to achieve if they're free-floating, without any way to measure success. Key metrics and performance indicators will keep your feet on the ground and on track for your timeline. Nevertheless, these metrics will vary depending on the nature of your role or project. 

For example, a salesperson might track new deals, meetings booked, time to close, or win rate.  A project manager might measure the on-time delivery rate, budget adherence, the Customer Satisfaction Index, and budgeted cost of work performed. A marketing manager might track ROAS (return on ad spend), conversion rates, MQLs/SQLs (marketing/sales qualified leads), social media shares, or email subscribers. You get the idea. 

2. Adjust your plan

As Eisenhower once said, "plans are useless, but planning is indispensable." No matter how well you craft your 30-60-90-day plan, adjustments will likely be necessary along the way. Recognize that circumstances may change, new opportunities can arise, and feedback may reshape your priorities. 

Don't feel you need to stay rigidly true to aspects of a plan that simply aren't working for one reason or another. Stay open to adjustments, and be prepared to revise your plan accordingly. Solicit stakeholder feedback, analyze your efforts' outcomes, and make necessary course corrections to ensure continued progress toward your goals.

3. Communicate your plan

While your 30-60-90 day plan may be focused on you, this doesn't mean you should keep it to yourself. Communicating your plan to relevant stakeholders, such as interviewers, supervisors, or team members, will help you align your goals and get the support you need to succeed. 

As we just mentioned, adjustments are likely, and you can figure these out a lot faster if you’re transparent with your plan. Take the opportunity to seek input, listen to diverse perspectives, and ask questions to make sure you’re on the same page with the team and overall company goals. 

4. Collaborate with your team

However, simply communicating your plan is not enough. You'll also want to work together as a team and ensure everyone is on board to successfully execute. You’re all working towards the same goal – it’s likely you’ll have many collaborators involved in your project. And if you’re in a management position, it’s up to you to set the tone for your project and make sure the team is in position to collaborate. Foster strong relationships and get more done as a team by actively involving others in your plan's implementation whenever necessary. However, remember that people are busy in their roles and should only be involved in a project if it's in their lane. 

5. Develop a framework for future planning

To maximize your productivity and sustain the momentum of your 30-60-90 day play, you'll want to make room for continual learning and future planning. Consistently evaluate and adjust your daily routines and tasks wherever necessary so your time and energy are spent on the most important and impactful tasks. Set new goals beyond the initial period to stretch your professional growth and continuously deliver more value, above and beyond, in your role. Adopt a lifelong learning mentality, actively seek challenges, and stay adaptable, and you'll be right on your way to establishing a solid foundation for reaching your goals.

3 common mistakes to avoid

So, how can you screw up your 30-60-90-day plan? Here are some of the several common mistakes to avoid:

1. Setting unrealistic goals

Setting overly ambitious or unrealistic goals is bound to lead you to frustration and failure. You want your goals to be challenging, yet attainable, within the given timeframe. Consider your available resources, constraints, and the complexity of the tasks when setting goals.

It's helpful to break down large goals into smaller, actionable, and achievable steps within each 30-day chunk. Plan for steady progress so you can stay motivated and on track throughout each phase.

2. Lack of prioritization

Not all tasks are created equal. Without any thought given to priority, it’s going to be hard to manage your time and not feel scattered. So instead of winging your way through a giant list, prioritize your most critical tasks by impact and urgency. Focus on high-impact activities that align with your goals, and be prepared to reprioritize as circumstances evolve.

3. Insufficient research & preparation

Jumping into a plan without thorough researching or understanding context will lead to suboptimal outcomes. Likewise, insufficient knowledge about the industry, target audience, or available resources will leave you dead in the water.

So invest plenty of time in research and preparation while drafting your 30-60-90 day plan. What do you need to know to create your plan, and what do you need to allocate time to researching throughout? Depending on your role, this could impasse information about the company, industry trends, competitors, and almost always, the end-user of your company’s product. This knowledge will help you make informed decisions, identify opportunities, and align your plan with the broader context.

Time management for your 30-60-90 plan

Overwhelmed yet? We wouldn’t blame you. 90 days is a lot of time to forecast your planning around. Especially considering the nerves that inevitably come with starting a new job or project. 

Luckily, there are lots of time management strategies and techniques to make executing your 30-60-90 day plan much easier. Here are some key strategies to consider:

1. Dedicated focus time

So much to do, so many people to meet, how will you make time to get it all done? Implementing your plan well will require dedicating blocks of uninterrupted time to focus on essential tasks and priorities. Minimize (or eliminate) any potential distractions, such as emails and notifications, during these periods to maintain deep focus and productivity. This concentrated effort will allow you to make great strides on the critical initiatives in your 30-60-90-day plan.

2. Time blocking

How do you get focus time every day? By scheduling dedicated time blocks in your calendar for all the things you want to get done – meetings, strategic planning, executing tasks, and personal development. For example, you could designate the first 30 minutes of your day for catching up (emails, Slack, project management app updates), the rest of the morning for completing important task work, and the afternoon for meetings and brainstorming sessions. 

It's important to be realistic about how long each task will take and to build in breaks throughout your day to avoid burnout. When it comes to executing your plan, time blocking will help you organize time so that all necessary tasks receive the right amount of time and attention.

3. Map out your 30-60-90 plan using a smart calendar

As you develop your 30-60-90 day plan, consider using a free smart calendar app like Reclaim.ai to automatically schedule your 90 days worth of tasks into your Google Calendar. It keeps your schedule flexible for new meetings, while still defending your time, and allows you to automatically resort the tasks in your calendar by simply changing the priority level or dragging it up in your list. Here are a few other automations you can make to get more done (and impress your new team):

• Task integrations : Auto-sync your to-do list to your calendar
• Habits : Auto-schedule regular routines or recurring tasks
• Breaks : Auto-schedule breaks after meetings, Tasks, and Habits
• Scheduling Links : Share your meeting availability
• Smart Meetings : Auto-schedule your recurring meetings (at the best time)
• Calendar Sync : Sync all your calendars, and actual availability
• Slack Status Sync : Auto-sync your status to your calendar to prevent interruptions
• Analytics Stats : Track time across meetings, Tasks, Habits, and work-life balance

By automating your planning, you can save up to 40% of your workweek by eliminating tedious scheduling, capacity planning, decision paralysis, and context switching from your workweek. And have 49% less wasted time in unproductive work – hello productivity!

Truth be told, deviating from your planned timelines or becoming distracted is easy, especially when unforeseen challenges arise. However, with these and other time management strategies, you can reinforce your commitment and stay on track. 

Creating a 30-60-90 day plan for your new hire

As a manager, creating effective 30-60-90 day plans for new employees (or teams) can significantly improve their onboarding process and overall development. However, as you can imagine from the scope of this article so far, developing a 30-60-90 day plan is no simple feat. 

Setting expectations, facilitating smooth transitions, and fostering employee growth through a 30-6-90 day plan will give them the proper roadmap for success in their new roles.

 Here are some extra guidelines on how to do it:

• Set clear expectations: Communicate clear goals, objectives, and responsibilities for the first 30, 60, and 90 days to help your new hire focus their efforts and achieve success.
• Gradual onboarding: Ease new hires into their roles by giving them time to learn and get acquainted in the first 30 days, then gradually assigning more responsibilities and encouraging autonomy as they find their groove.
• Skill development: Weave opportunities for skill development into new hires' 30-60-90 day plans and provide resources, training, or mentorship to support their growth – fostering a culture of continuous learning.
• Milestones & checkpoints: Break the plan into milestones and checkpoints to track progress and provide feedback. Review team performance, offer feedback, and celebrate achievements ( this one's big ) to ensure everyone is on the same page.
• Collaboration & integration: Encourage collaboration and integration within the team and across departments. This fosters teamwork helping your team to do their best work.

30-60-90 day plan example template

So what does a complete 30-60-90 day plan look like? Of course, the nitty gritty will be specific to the context of the role. But a 30-60-90 day plan for a new manager (using our template) could look like this:

30-60-90 Day Plan Template

Plan owner: Name

Plan start - end date: MM/DD/YYYY - MM/DD/YYYY

Basic logistics

Use this section to outline any basic logistics you need to get started. 

Software Access

We'll be giving you access to the following services. Let us know if you have any questions or if there are other services that you're interested in as you get started.

• HR platform:
• Project management platform:
• Password manager:
• Productivity app:
• Slack/Zoom:
• Analytics platform:

People to meet

Use this section to outline the people you need to meet within the team and organization. 

• Manager(s):
• Team members:
• Cross-department collaborators:
• Partners, consultants & contractors:
• Senior leaders:

Month 1 (Date-Date)

Your first 30 days will primarily focus on getting up to speed with the company. A priority will be getting to know your team and understanding their strengths and weaknesses, along with familiarizing yourself with the company culture and goals, and the processes and procedures in place.

Learning Goals 

• Meet with the onboarding rep to learn the ins-and-outs of all platforms and systems. ( Goal: Full understanding of all tools)
• Learn more about the company culture, mission, and values. ( Goal: Align thought process and mentality to mission)
• Review all internal documentation on the company's products or services. ( Goal: Be able to fluently speak to all value propositions)
• Learn everything about the company’s short-term and long-term goals. ( Goal: Align planning to top priorities)
• Meet with all team members to identify the strengths of the team, and top challenges they currently face. ( Goal: Understand performers, capacity, and issues the team is up against)

Performance Goals: 

• Review current processes to identify areas of weakness. ( Goal: Improve efficiency by 20% in one challenging process)
• Set team quarterly goals for the year ( Goal: Develop an action plan for the upcoming quarter)
• Develop recruitment plan ( Goal: Outline of job boards, professional networks, and/or recruitment agencies to use for talent acquisition)
• Establish a performance review process ( Goal: Develop a timeline for regular performance reviews for each team member)

Personal Goals: 

• Establish clear communication channels with team members and other relevant stakeholders. ( Goal: Increase response time amongst stakeholders)
• Get to know direct reports on a personal level ( Goal : Have an informal sit down with each team members)
• Identify the best management style for each member of the team. ( Goal: Foster a positive work environment that empowers and motivates team members)

Month 2 (Date-Date)

Priorities: .

Your second month will focus on putting what you learned thus far into action. This practical experience will help you solidify your understanding and grow your confidence in your new role.

Learning Goals: 

• Observe how teams are adapting to you as their new manager. ( Goal: Conduct touch-base feedback sessions with each team member)
• Analyze previously successful vs. unsuccessful campaigns run by the company. ( Goal: Identify differentiators between top three and bottom three performing projects or campaigns in the past year.)
• Identify areas for growth within the company. ( Goal: Conduct a SWOT analysis of the company's operations and market positioning)
• Continue building relationships with team members and ensuring they feel supported in their roles. ( Goal: Aim for a 90% average employee satisfaction rating)
• Start implementing solutions to improve team performance. ( Goal: Implement two targeted interventions for key performance bottlenecks)
• Outline deliverables for all employees ( Goal: Produce a list of deliverables, specifications, or quality standards)
• Monitor new key performance indicators (KPIs). ( Goal : Establish a KPI tracking system for weekly monitoring)
• Continue to reflect on your management style and adjust as needed. ( Goal: Engage in self-reflection exercises on a bi-weekly basis)
• Strengthen your emotional intelligence. ( Goal: Establish trust and solidarity with your direct reports)
• Provide feedback and coaching to team members as needed. ( Goal: Conduct monthly feedback sessions with each team member)

Month 3 (Date-Date) 

Now, towards the end of your third month, you should be nearly up to speed on the company and the new. You should prioritize setting clear goals and expectations for your team, identifying areas for improvement, and developing strategies to address any issues or challenges.

• Analyze customer churn to discover top contributing factors for discontinuing service. ( Goal: Create ideas list for opportunities to reduce churn by 10%)
• Take on a new project or responsibility to challenge yourself and continue growing within the company. ( Goal: Identify and take on a stretch project)
• Conduct long-term planning and strategy. ( Goal: Initiate the development of a five-year strategic plan)
• Build budget for the next year ( Goal: Reduce costs by 15%)
• Analyze the competitive landscape before the annual leadership strategy meeting ( Goal: Prepare competitive analysis report for upcoming meeting)
• Document best practices and lessons learned. ( Goal: Create a knowledge-sharing system or repository to capture best practices, lessons learned, and success stories)
• Continue to work on your management style and seek feedback from team members to ensure you meet their needs. ( Goal: Implement at least two actionable changes based on the feedback received)
• Evaluate team performance and make any necessary changes to meet goals. ( Goal: Conduct a comprehensive team performance review)
• Strengthen your conflict resolution skills ( Goal: Enroll in a conflict resolution training program)

Maximize your 30-60-90-day plan 💥

Planning out your goals with a 30-60-90 day plan can be a game-changer for your first few weeks. It helps you break down bigger objectives into smaller, more doable tasks, which boosts your productivity and keeps you on track. So whether you're starting a new gig or looking for ways to up your game at work, creating a 30-60-90 day plan is always a prudent move. And with Reclaim.ai 's smart scheduling features, you can make this process much smoother. The tool automatically prioritizes your tasks, habits, meetings, and breaks while scheduling them efficiently, so you can focus on what really matters: reaching your goals.

Trend Reports

Smart meetings trends report (145+ stats), setting priorities report: top work challenges (50 stats), workforce trends report: +100 stats on employee productivity analytics, meeting scheduling trends report: 130+ scheduling links stats, burnout trends report: 200+ employee stress stats by department, task management trends report: +200 stats on managers vs. individual contributors, productivity trends report: one-on-one meeting statistics, ready for an ai calendar.

Auto-schedule your tasks, habits, breaks, & meetings on Google Calendar.

It's free! 🎉

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"Dealt with Sam, top bloke. Managed to get me placed within a week! Really friendly and easy to deal with. Always available for a call, and my biggest challenge was I was in work at the time I was looking for my next opportunity (which is stressful) but Sam made that easy. Highly recommend."

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In this section

90 Day Business Plan Presentation

‘Given a ‘blank sheet of paper’, what would you do in the first three months/90 days?’

So, you’ve succeeded at the first interview and have now been tasked with a second interview presentation. 

The most common second interview task that we encounter is along the lines of:

‘Given a ‘blank sheet of paper’, what would you do in the first three months/90 days?’ 

Why Do Sales Employers ask for Presentations?

For me, the reasons are two-fold.

First, it is a test of your commitment.  Do you choose to go down to the pub on a Sunday afternoon rather than spend four hours on a presentation, and;

Two, it offers the prospective employer the chance to understand better your professional approach and the process you will employ to ensure maximum return on their investment.

What is The Second Interview Task Actually Asking?

It is, in essence, ‘what’s your business plan’.  It demonstrates that you have the competency and experience necessary to succeed and that you are personally invested in their opportunity.  Executed well, it will differentiate you from the competition as an elite candidate.

How to Break The 90-Day Task Down

A logical and practical format is to break the presentation down into your planned activity in the first weeks and months in the role.

As with all presentations, less is more in terms of written text.  You don’t want your audience to read your presentation and ignore you; instead, they should take cues of your thinking from the slides.  This will enable you to utilise your presentation skills to elaborate on bullet points and your personality and charisma to ensure you engage your audience.

How to Present at a Second or Final Interview

An effective presentation is a dialogue, a gateway to enquiry and further discourse, rather than a lecture or a monologue.  Invite questions, seek agreement and gauge comprehension, offering clarification whenever necessary.

Ensure you remain concise and relevant in your answers whilst being generous with information.  Relate this to your professional experience and give examples of similar situations you have encountered, how you dealt with them, and what positive outcomes you achieved.

Be alert to body language and non-verbal cues that may indicate allies in the room or individuals that require further reassurance regarding your suitability for the role.  To aid you in this, ensure that you address yourself to everyone in the room, regularly shifting your attention and eye contact to ensure no one feels excluded.  This will assist you in building rapport with your audience.

Additional information on how to succeed in a panel interview can be found here - How to Wow at a Panel Interview

Do’s and Don’ts of Second Interview Presentations

• Do your research – Know the company, the job responsibilities, and the team you’ll be joining. Every business plan must be researched and personalised to the company and the opportunity in question.
• Do tailor your presentation to every opportunity - It is immediately obvious when a generic format is recycled. It can therfore be damaging, demonstrating indifference or contempt for your audience and the opportunity.
• Do import and insert their company logo and format with their brand colours. It may be wise to ask permission beforehand out of politeness and not to infringe trademarks/copyright.
• Do reference their specific products or services, their customers and competition.
• Do include verified numbers and data wherever available. Make realistic growth projections based on your understanding of their expectations and marketplace.  It doesn’t matter if this does not entirely align with the company, as long as you can elaborate on your thought process and conclusions.
• Do practice – Practice your presentation out loud in a location similar to where you’ll be presenting.
• Do make it visual presentation to engage the audience and explain your points. No one likes ‘Death by PowerPoint’!
• Do be prepared to be challenged on your presentation. Most sales leaders will want to see how you respond to objections.
• Do prepare questions for the interviewers.
• Do arrive early to give yourself enough time to get set up and relaxed
• Do ensure it is saved to an older version of your presentation software. If prepared in the latest version, it can sometimes skew the formatting on older editions.
• Do start with an agenda and invite them to ask questions throughout.
• Do use the final slide as an opportunity to close. You are a sales professional in a sales meeting. The final slide should be either i) Where do we go from here? Or, if you're very confident ii) When do I start!  See Closing a Sales Interview

The Don'ts!

• Don’t be overly casual. I like the odd joke, but on the whole, keep your presentation professional and don’t use slang or jargon.
• Don’t be too long-winded – Stick to the essential points and keep your presentation concise.
• Don't forget to bring all the necessary materials and have a ‘Plan B’. I always recommend taking your presentation on a USB Stick as well as having it on your laptop. Also, copy it to your ‘phone just in case and then you can email it to the hiring manager.

Example 90 Day Business Plan Second Interview Presentation

Below is an example of a basic business plan you can utilise.  This requires personalising to each opportunity.  You may wish to preface it with a slide detailing you and your credentials and a concluding slide summarising your suitability and inviting questions-  

• Understand internal functions and processes.
• Get to know internal and external colleagues.
• Gain clarity on all reporting and administrative responsibilities.
• Fully align with company strategy and goals
• Introduce myself to all levels of staff
• Understand and comply with all company rules
• Fully understand sales targets and company expectations
• Update with line manager – informal review of week one
• Gain a fundamental level of product/service knowledge and potential applications
• Understand markets and potential avenues for growth
• Gain an understanding of all existing/lapsed end user and distribution accounts.
• Contact and visit existing accounts by geographic area
• Understand product/service features and benefits to potential users
• Build a base pitch for key products/services
• Build knowledge of existing markets, end users and their needs
• Update with line manager – formal review of month one
• Research market sectors to begin Pipeline formulation.
• Identify target accounts and populate the Pipeline
• Define a map of accounts /prospects for efficient territory planning
• Create targeted Features & benefits approach by Products /Market sectors
• Gain knowledge of main competitors –strengths & limitations
• Understand how we are perceived in the market
• Build a twenty-day journey plan based on postcodes and geographic area
• Have a prospect list prepared for each postcode
• Research and visit all existing customers and update CRM
• Prospects with potential to be added into the journey plan so that regular contact is made
• All prospects to be added into sales pipeline and kept up to date
• Update with line manager – formal review of month two
• Have a solid pipeline of accounts being worked and closed
• Increased turnover and lines in existing accounts
• Monthly sales targets being achieved
• Reports presented to RSM on all activity
• Re-visit initial training
• Customer visits with Technical support colleagues
• Customer visits with Sales colleagues
• Progress opportunities to Buying Platform
• Continue to review and critique pipeline
• Update with line manager – formal review of month three
• Product knowledge is continually growing
• New account Targets being hit
• Sales pipeline is continually being added to and worked
• Monthly targets being exceeded
• Meeting KPI’s set by line manager
• Growth from existing accounts
• Lapsed accounts being reactivated
• Ongoing formal reviews

Date published: 28th February 2024

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About the author

Simon Bonner

With over 25 years in B2B sales and recruitment, Simon is an English Graduate from UEA and specialises in recruiting commercial and FMCG sales positions. Simon joined the sales recruitment industry in 1998 before progressing into field sales and returning to recruitment in 2015. As an Associate Director, Simon is well placed to understand the needs of clients and candidates' needs, having spent ten years selling electronic security and managing National Accounts within OEM manufacturers and distribution channels. An avid Luton Town football fan, Simon dotes on his two daughters and enjoys keeping fit, socialising, food and wine.

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Our employers say...

Understood the type of person we were looking for and good follow ups - not too frequent.

Managing Director, bigHead Bonding Fasteners Ltd

I have always found Rob to be very knowledgeable about our industry sector, and it is refreshing to see after all of these years that Rob continues to quickly and accurately understand my requirements.

HR and General Manager, THK

I just wanted to thank you for your help with our recruitment process which went very smoothly and has – we hope – found us just the person for the job!

Managing Director, Citrefine International Ltd

George is a joy to work with, and I'd recommend him to anyone seeking that unicorn hire - he found me mine, and I'm delighted!

Director, Education Support

I really liked the YouTube presentations which made the service seem both simple and accessible. The company came to see me, and my management team, at short notice to present their service and I liked the support and advice that I received about maximising the results from the applicant.

Managing Director, Leisuresec plc

Really good service. Just the right amount of contact and easy to deal with.

HR Manager, Zircon Software Ltd

Thank you for your dedicated help during the recruitment process - we came to you after unsuccessfully searching elsewhere, and hired, not one, but two! Quick response times, and a really personal approach, without being pushy.

Managing Director, Accora Ltd

Very professional service and will certainly be in contact for future recruitment.

Director, Blakedown Sport & Play Ltd

Since joining DSGi, Rob has been a supplier of permanent staff and has performed to an extremely high standard, successfully filling 98% of roles he has worked on. If anyone is looking for a good sales and marketing based consultancy with an informal yet professional approach, I would recommend Rob.

Senior Recruitment Consultant, DSG International

I can't fault Sam or AW! Sam was a pleasure to work with and provided great support from the start. Sam always provided me with timely updates when required and provided outstanding candidates!

Director, Waste Managed Ltd

George came recommended by a colleague and has been a pleasure to work with. He was great at updating us on his progress and ensured a great experience for both client and candidate.

HR Manager, Annapurna Recruitment Ltd

I found Aaron Wallis to be very professional and efficient, taking time to understand the role and the type of candidate we were looking for. The candidates they put forward met our criteria and were of a high standard. The service they provided was exemplary and I would have no hesitation in recommending them, and will certainly consider using them again in the future.

HR Assistant, Fischer Connectors Ltd

I could not suggest anything I would like you to do better. The service you provided materially exceeded my expectations. I would especially like to commend Simon Bonner; he is easily the best recruitment consultant I have ever dealt with. I particularly valued his advice and guidance throughout the recruitment process. 

UK Sales Manager, BTS Holdings Limited 

We appointed Aaron Wallis in February and the successful candidate, out of the six which Aaron Wallis introduced, was able to join Alphametrics before the end of April. The whole process took less than three months. I would recommend Aaron Wallis' services to others without hesitation.

Chief Financial Officer, Alphametrics

Rob’s knowledge of the recruitment industry and his thoughts and how to make it better for his clients have always been eye opening. I would recommend Rob to anybody who is looking for a professional, knowledgeable and flexible recruitment specialist.

CEO, Friday Ad Online Services

We were impressed not only by the quality of candidates you found for us but also the level of information, preparation and qualification you put into the process. You continually kept us informed of each person’s feelings about the process, which is very important but often overlooked. I am looking forward to working with your company again in the future.

Commercial Director, Incentive Facilities Management

Giles Phillips is a rare find in the minefield of sales recruitment; an honest and thoughtful recruiter who considers the needs of both the client AND the candidate to create perfect role matches. I look forward to working with him again in the future.

Marketing Director, City of London Police

As always we were extremely impressed with Rob's understanding of the role and our specific needs.

Managing Director, Speck & Burke

Thanks for all your help during the recruitment process. I have been extremely impressed with Aaron Wallis especially when compared to other agencies we have dealt with. I really felt you grasped the type of person we required and found strong candidates.

UK Sales Manager, Nexcom

In an industry where people over promise and under deliver, Rob and his teams have consistently provided a high-quality service. It is great to deal with someone that has an excellent understanding of UK industry, and a passion for sales.

Sales Manager, TR Fasteners

Giles is highly professional and was a pleasure to work with. He achieves excellent results through his personable skills and tenacity. I have no hesitation in recommending Giles to anyone who considers employing his services.

Commercial Director, G4S Government & Outsourcing Solutions

Sophie did a great job at understanding our business and our needs, she is extremely professional and we hugely benefitted from her experience and expertise.

HR Manager, The Data Privacy Group Ltd

Rob is a true recruitment professional that goes the extra mile that I have never experienced from any other recruitment agency before. If you need sales people call Rob or someone in his team, as they really are experts in sales recruitment.

Sales Director, Inside Business

Aaron Wallis has continuously provided us with suitable candidates that have been proactively sourced. Having used countless recruitment companies, Aaron Wallis are the only company that I can count on to deliver.

Managing Director, JARK Healthcare Recruitment

I have used Aaron Wallis to fill a number of our Sales Development Manager roles and I have found them to provide a very professional service. I will use their services again in future recruitment campaigns.

HR Business Partner, Greene King

George is a rare find in the world of recruitment - communicative without being pushy or over-bearing. He listens and understands what the customer needs as gets to know the business to ensure he provides fully competent candidates who fit.

HR Manager, Big Dug

Generally good standard of candidates. Especially liked the personality profile. Overall good value for money and will certainly use you again.

Managing Director, Medicash

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Our candidates say...

When talking with Simon you felt relaxed cared to help you find a position that suited your needs

D. Pinder, Candidate

A great recruitment company to work with. Excellent experience with Aaron Wallis through the entire recruitment process. The team was really professional and extremely helpful. Darren was a pleasure to work with. He was friendly, supportive and gave me great advice. Thank you very much!

A. Bauchet, Candidate

Friendly, proactive, communicative. Overall a really positive experience.

R. Houston, Candidate

George above and beyond to make sure I had everything I need to secure my new role. Outstanding Professional.

A. Kirkland, Candidate

The staff at Aaron Wallis were fantastic. Throughout the process, they maintained excellent communication and I always knew where I stood.

M. Owusu, Candidate

I had a great experience. Helped me every step of the way to get my new job. Sophie was very polite, kind and helpful!

J. Parnham, Candidate

Sophie contacted me about a role explained the details clearly and made sure I was ready for the interview. She kept in touch every step of the way till I started the job. Thank you Sophie for a great experience.

S. Powell, Candidate

Managed to get me placed within a week! Really friendly and easy to deal with. Always available for a call and my biggest challenge was I was in work at the time I was looking for my next opportunity (which is stressful) but Sam made that easy.

P. Fitzsimons, Candidate

Aaron Wallis Sales Recruitment are a very friendly and professional recruitment organisation who listen to your needs, work with you and act on your behalf which sets them apart from many of their competitors who in my experience are willing to throw anything at you. We discussed my history, my preferences and my wishes - one opportunity was introduced. It was perfect. I start at the end of June.

R. Buckley, Candidate

Very polite and friendly and was very helpful finding me my next new role.

K. Craggs, Candidate

I would highly recommend thank you to Darren for helping me secure my new job role! Excellent service all round!

G. Thompson, Candidate

Good swift process with Aaron Wallis, informative regarding the role and the process was moved at a good pace with healthy interaction. Would recommend them to anyone pursuing a change.

S. Bartlett, Candidate

Very good advice and support was given during the course of the interviewing process. Potential job seekers would be well advised to use this company whilst looking for their new career.

R. Speakman, Candidate

I can honestly say that the time and expertise you gave me was way beyond any other recruitment consultant I dealt with. You are a rarity in your industry.

S. Akers, Candidate

Simon was knowledgeable on his clients history, background and what their requirements were and he worked around time zones, holidays and a pandemic to get the right result.

J. Tooze, Candidate

Aaron Wallis (and in particular Rob Scott) have been fantastic throughout the recruitment process, and even a few months down the line, still continues to care. Rob clearly cares about each individual and has a wealth of knowledge and expertise, which shows in the work he does. Each candidate is not just a number, and the support received from Aaron Wallis has helped me get a career which I truly enjoy.

M. White, Candidate 

Excellent experience. Knowledgeable staff and really went the extra mile. Found my ideal position and I couldn't be happier. Special shout out to Sam and George: who made the process smooth and easy for me. Highly recommend.

K. Pearce, Candidate

Darren at Aaron Wallis was really encouraging and helpful. He was very responsive and regularly made phone calls to explain the job opportunities available, and guided me through the application process.

A. Brown, Candidate

Aaron Wallis is an outstanding recruitment agency specialising in high calibre sales positions. I was working directly with Darren Dewrance who went above and beyond my expectations in sourcing me my perfect role. I was kept in regular communication with Darren and he worked extremely hard to secure my dream job. Highly recommended and Thanks Darren for all your expertise and hard work.

R. Sealy, Candidate

I have to say coming across and having dealings with Aaron Wallis proved to be very successful. Being highly experienced did not seem to count for much during my job search bit a conversation with Robert Scott gave me a real confidence boost and enabled to get a position at the age of 63. Great service!!!

D. Burgess, Candidate

For anyone looking for work, I can't recommend Aaron Wallis highly enough.

C. Rockliffe, Candidate

I would highly recommend Aaron Wallis Recruitment, Darren was extremely helpful and provided me with plenty of advice and support throughout the whole process.

D. Bretherton, Candidate

George Humphries was a complete professional at every point, from our first phone conversation to his “good luck tomorrow” text on Sunday before I started in my new role.

E. Fry, Candidate

Fantastic service, helped me find my ideal job quickly and smoothly. Would highly recommend them.

C. Caine, Candidate

I had a very good experience with Aaron Wallis. The company itself is offering great content for all things related to the hiring process. I definitely recommend.

J. Ostermeier, Candidate

George is a fantastic recruitment agent and provides a great service. It was a pleasure I thoroughly recommend George to anyone.

C. Beaugie, Candidate

The most professional recruitment agency I've ever worked with. Robert Scott was extremely proactive and send me a detailed briefing before each interview, ensuring I was well prepared.

D. Bermant, Candidate

Wanted to say a huge thank you to Simon Bonner who has just helped me secure my new role. He was one of the most professional recruiters I have ever worked with.

J. Marcinkiewicz, Candidate

Sophie helped me secure a new role I have been searching for. She took her time to explain clear and concisely all I needed to succeed at the interview stage. Thanks again Sophie!

O. Oladejo, Candidate

Excellent service, very professional and friendly, would and have, recommended Aaron Wallis.

E. Heley, Candidate

Less than two weeks after joining Aaron Wallis I was offered my new job. I got a £10,000 rise in my basic salary, car allowance, a laptop and many other perks, which will help to further my career. I definitely would not have found my dream job without the help of Aaron Wallis.

C. Hoy, Candidate

Wanted to say a huge thank you to Simon Bonner who has just helped me secure my new role. He was one of the most professional recruiters I have ever worked with he was supportive really quick at replying and really put me at ease.

The Recruitment agent I used, Simon, was extremely helpful and really went the extra mile to ensure all of my questions were answered, and that I felt as comfortable and prepared as possible. Very professional company and would definitely recommend to others. Thank you Aaron Wallis!

A. Callaby, Candidate

I have to say using Aaron Wallis Recruitment has been nothing but an absolute pleasure. I've used many agencies over the years as the client and the candidate and its not always been a pleasurable experience!

L. Knowles, Candidate

Sam was by far the most professional and helpful of any individual I've ever dealt with through a recruitment agency. He was supportive and thorough throughout the process. He definitely goes the extra mile for you. A pleasure to deal with. I would highly recommend him. An asset to Aaron Wallis

M. Wyer, Candidate

Fantastic customer service, communication was brilliant, happy polite people to talk to, made everything a lot easier and smoother. Thank you for all your help getting me back in the work force, Keep up the good work :-)

K. Everitt, Candidate

I had the absolute pleasure of working with George Humphries on finding a placement best suitable for me.

A. Van Der Mescht, Candidate

Professional and responsive from start to finish. I would highly recommend. Special thanks to Sophie J for her help and support throughout.

N. Leney, Candidate

Rob was really helpful when I was putting together a presentation for the second stage interview. Overall their communication was great and kept me updated of any progress

J. McGrattan, Candidate

Perfect from start to finish. Simon deserves a shout out. Best recruiter there is. If you need a job, this guy will get you one. He's like the super man of recruiters. Top man, can't recommend him enough.

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30-60-90 Day Plan: 2024 Guide + Example

Updated: Apr 17, 2024, 11:50am

Table of Contents

What is a 30-60-90 day plan, benefits of a 30-60-90 day plan, elements of a 30-60-90 day plan, when to make a 30-60-90 day plan, how to make a 30-60-90 day plan in 5 steps, 30-60-90 plan example, frequently asked questions (faqs).

It can take new employees time to settle in and learn the ropes of a new position. However, employers want to see productivity sooner than later. This is why developing a 30-60-90 day plan is a good idea. It’s a plan that outlines target milestones for employees to hit in the first 30, 60 and 90 days of employment. Follow along to learn more about the 30-60-90-day plan and how to create your own. To help give your employees the best start possible.

A 30-60-90 day plan is a document that is created either by a new employee or a hiring manager and outlines the goals to be accomplished during the first three months of employment. It breaks goals down into 30-, 60- and 90-day increments. Employees work to hit set milestones that are aligned with the mission of the organization. The goal is to maximize employee output in the first days of being hired, days which can be overwhelming and confusing in many cases. The plan helps simplify what the employee should be doing and focusing on.

The 30-60-90 day plan can be written by the employee or by the hiring manager. Managers may want employees to create their own plans to get the buy-in for the milestones and goals.

What Makes a Good 30-60-90 Day Plan?

A good 30-60-90 day plan takes larger goals and breaks them down into smaller, more digestible milestones. The plan has an ultimate goal set for 90 days and shows steps that are accomplished along the way at the 30- and 60-day marks. While the goals should be accomplishable, they should also be challenging.

A good plan also aligns with the mission of the company. Managers want employees to work on goals that move the company forward. Otherwise, the company may not meet its objectives and goals.

When managers utilize a 30-60-90 day plan for onboarding new employees , they help identify the key goals for the employee in the early days of employment. Not only does it set the parameters for success, but it also empowers employees to manage their own work to a large degree. When employees know what is expected of them, they can spend their day focusing on achieving those goals rather than on tasks that don’t support the plan. The 30-60-90 day plan is the roadmap for success.

A good 30-60-90 day plan has common components that are designed to explain expectations clearly. The first element of the plan is to have the company mission or purpose of the work stated. Then, of course, there are the goals. Goals should be concrete with measurable objectives. A good 30-60-90 day plan also lists resources to help employees accomplish their goals.

Make a 30-60-90 day plan when you onboard a new employee. It will serve as a way to help transition them from a new employee to a valuable team member in a short amount of time. You can also use a 30-60-90 day plan when rolling out new initiatives. This will help existing employees understand the goals and provide a workable path to accomplishing them.

It may also be helpful for a prospective employee to create a 30-60-90 day plan when preparing for an interview. This will show the hiring manager that you are serious about hitting the ground running and making an impact toward objectives and goals.

A 30-60-90 day plan doesn’t need to be complicated. It simply outlines the main objectives of a new employee and gives them guidance on how to accomplish them.

Here’s how to create a 30-60-90 day play in five easy steps:

1. Write the company mission

The very first thing that you should do when creating a 30-60-90 day plan is to identify and write down the company mission. Remember that the plan should align with the company’s mission and goals. By having it on the page for the employee to review, you can help the employee understand their role in the bigger picture.

2. Create the first 30 days’ objectives

Write down the goals for the first 30 days. Limit the goals to three to five to keep things clear. For each goal, write down a key metric that will be used to measure whether the goal is achieved or not.

3. Create the next 60- and 90-day objectives

Just as you did for the first 30 days, write down key goals for the first 60 days. Remember to keep goals limited to three to five goals for clarity. Have a key metric stated for each goal. Do the same for the first 90 days.

4. Provide ample resources for the employee

Because the plan is a guide, you should include any relevant resources that will help the employee accomplish their goals. Resources may include listing certain people to speak with or using certain computer-led tutorials. Give the employee the resources needed to succeed with as little oversight as possible.

5. Evaluate progress

For a 30-60-90 day plan to work, you need to give it time (as the name suggests). Part of the plan is to give said time and then follow-up with an evaluation. Did the employee manage to use the resources provided to hit their objectives?

Plan For: Employee name Date: August 1, 2022

Company Mission: To help consumers find the right resources for retirement and invest their money with our firm.

Goal 1: To complete all onboarding training. All boxes should be checked as complete in the employee file. Goal 2: Review investment products and become familiar with the key benefits. Goal 3: Pass state and federal licensing requirements to sell investment products.

Goal 1: Make first sales calls to potential clients. Goal 2: Work with your manager to develop a key product list to offer clients. Goal 3: Get the first sale in the program.

Goal 1: Consistently make 50 outbound calls per day. Goal 2: Hold at least three sales appointments per day. Goal 3: Generate at least $500,000 in sales.

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Bottom Line

A 30-60-90 day plan is a great way to help onboard new employees (or get an edge in an interview process) because it shows the key objectives for the first three months of employment. It aligns with the company’s mission, helping the employee integrate quickly into becoming a valuable team member. Set realistic goals in a 30-60-90 day plan to see success and build confidence in new team members.

The 30-60-90 day plan is just one tool in the employer’s toolkit. For more insights into managing staff and building strong teams, check out our article on strategic human resource management .

How do I answer what I will do in the first 30-60-90 days?

Prepare for this question in an interview. Make sure you approach it from the perspective of the company’s goals and say what you plan on accomplishing based on what you know about the job description. Don’t hesitate to ask questions to clarify the role before answering the question.

How many slides should a 30-60-90 day plan be?

If you are presenting a plan in a PowerPoint, you want to use three to four slides. The first slide should outline the mission and overall objective of the company, while the next three slides review the goals. Use one slide for each month.

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Kimberlee Leonard has 22 years of experience as a freelance writer. Her work has been featured on US News and World Report, Business.com and Fit Small Business. She brings practical experience as a business owner and insurance agent to her role as a small business writer.