Read more at www.leadingAST.com How to build a 90 day plan when taking on a new Sales Leadership Role.

1. 90 Day Leadership Plan

2. 90 Day Leadership Plan Execution
A framework with directs, peers and stakeholders that
facilitates:
• Assessment of current state of xxx business: Sustain
success, Turnaround, Realign, Start-up
• Accelerated learning: Climb the organizational & geographic
learning curve quickly through a programmatic approach
• Alignment of strategy to situation through input:
• People: Understand the team; perceptions of key stakeholders, identify quick wins and
assemble a plan to build and motivate a high performing team based on the current state.
• Customer & Partner: Understand xxxxxxs’ customer & partner lifecycle, build a plan to
deliver the most rewarding engagement and highest satisfaction.
• Operations: Identify current execution challenges, seek quick improvement wins and what
is needed to get to the most efficient and predictable state.
• Growth Plan: Understand existing strategy, evolve or build a multi-year plan that spans
individual contributors and mgmt team to drive xxxxxxs’ xxx growth
• Execution of plan: Full stakeholder review at 30, 60, 90 days to achieve ongoing insight
and alignment

3. People
Goal: Ascertain morale, status of the teams/people, past performance, culture and seek quick wins
• Introduction to the xxxxxxs xxx business.
30/60 • All hands introduction (multiple to accommodate time zones if required)
• Field tour: 1:1 introduction/Q&A with each team (geographic considerations) & departing leader to seek direct feedback, get the pulse of
the team: morale, common themes (positive & negative), sense of urgency, speed of cultural change.
• Skip level connection meetings to begin building trust and to seek input
• Implement vitality curve review with mgmt team mapped by performance and tenure
• Identification of high potentials, performance issues, potential change agents.
• Identify key hiring issues and review recruitment plan
• Execute 1:1s with direct reports reviewing past/present performance, career path, motivation, morale, goal setting.
• Partner with HR and the departing leader to build management team vitality curve (tenure, performance).
• Review succession plans.
• Execute external assessment (i.e. Predictive index) to facilitate initial team building and understanding of team dynamics.
• Identify key relationships in xxxxxxs (product support, partner groups, selling partners).
• Organize networking 1:1s across organization (90 day timeline)
• Assessment of existing communications vehicles and culture to facilitate ongoing bi-directional flow
• Example: Monday morning mail, weekly/quarterly calls, blogs, etc)
• Review existing rewards (i.e. Compensation, incentives) and recognition (i.e. Celebrating wins, birthdays) systems/culture
• Engage HR partner for full review:
• Existing budgets (training, morale), training programs (LMS, etc), performance tools, new hire on-boarding, mentor programs.
• Current state review of top & bottom (i.e. Identified high potentials, performance issues) and review how xxxxxxs measures work health
(management feedback, employee opinion polls)
Formalize the high performing xxx plan
90 • Implementation of key xxx themes (i.e. Net attractor of talent, great team, cross group) aligned with corporate vision and values
• Understand team rhythm to people reviews, performance management, high potential management, communications model (1:1s at all
levels, skip level pulse 1:1s, portals, email, voicemail, etc.)
• Identification of changes that will lead to the highest of performing teams while delivering momentum building wins

4. Customer & Partner
Goal: Ascertain how xxxxxxs engages customers and partners at each stage – seek quick wins
• Understand how xxxxxxs views customer engagement
30/60
• Sales force: Sales stage process, market segmentation, organizational structure, cross team collaboration with the customer
(marketing, partner organizations), communication model (i.e. The lifecycle of customer communication such as strategy
updates)
• Marketing: Planning, field engagement model, measurement, communication model, execution
• Product development & evolution: Customer feedback stages, implementation assessment and modelling
• Operations: Identify customer triggers (i.e. satisfaction survey, end of contract or utilization flags (T-6 process), other
processes). Understand support process (identification, understanding, resolution)
• Review customer satisfaction strategy
• Measurement and tracking, competitive positioning, sales force compensation, execution, feedback mechanisms (i.e.
askus@) and field plans (individual contributor, manager, director)
• Understand customer value proposition by segment (i.e. value prop, differentiators, pitch by segment) and expand
network
• Quickly execute a range of customer & partner meetings (dissatisfied, satisfied) to gather first hand feedback.
• Leverage MS, CommSector and Telco relationships in xxx to quickly expand regional network.
• Seek key leverage opportunities into community (i.e. GSMA?)
• Review the partner strategy
• Internal support and work with partners (reseller, external partners (OEM, provider of service)
• Sales force operations with partners (i.e. Joint marketing, joint engagement)
90
Formalize strategy to drive the highest levels of satisfaction
• Implementation of key customer & partner themes (i.e. Achieving NSAT of X, X share against key competitors)
• Review/implement operational rhythm to review customer & partner satisfaction based on key triggers
• Examples: contract, survey, interaction)
• Customer & partner plan: Leverage outputs of first 60 days to evolve the customer strategy and clearly communicate across
the business

5. Operations
Goal: Understand xxxxxxs’ business rhythm, levels of automation, flexibility and current state while building
momentum.
• Review current state of the business
30/60 • Achievement against budgets (multi-year), action plans, trends and appropriate operational data.
• Review sales force planning process
• Territory growth planning, quota setting, market segmentation, goal setting
• Review current operational reporting model and metrics:
• What metrics does xxxxxxs use to measure success? Customer sat, product reporting, revenue,
margin, share, scorecard implementation.
• Understand budgeting model (Regional P/L, quarterly operational budgets, etc.) and flexibility
• Understand operational rhythm:
• Forecasting and metrics review (daily-weekly-monthly – by level?)
• Sales force business and growth plans review rhythm
• Review sales force support infrastructure
• Sales tools & strategy, what is the plan?
• Review operational integration cross group:
• Orchestration with finance, HR, products, marketing and selling partners (i.e. Enterprise), rhythm of
review
90 Formalize plan to deliver operational excellence considering current state
• Highly dependant on xxx existing state. Implementation of operational rhythm and structure which
provides a single view of business state while maximizing field customer time.

6. Growth plan
Goal: Understand xxxxxxs’ existing growth strategy, stakeholder/matrix strategies while identifying quick wins
30/60
• Review existing strategy and growth (plans at all levels
• Territory plans, manager growth plans, director growth plans, organizations growth plan)
• What are the key changes to differentiate and beat market?
• Review rhythms for planning and strategy
• Budget setting, market assessment phases, capital planning.
• Review key stakeholder strategies
• Marketing, partner sales organizations, product and input on existing business strategy
• Review key external inputs and market opportunity
• Assessments, market reviews, industry data by region/country
• Identify mechanism for team input into evolving strategy
• Vision setting exercises, central input, virtual teams, leverage high potentials)
Clear timeline to building a multi-year xxx plan that supports and enhances the global plan
90
• Support or build a process to formulate a plan that scales from individual contributors, line management to
cross organization.
• Identify best way to articulate vision – strategy plan; achieve stakeholder and team support – input –
acceptance.
• Identify best vehicle to track and communicate plan

7. Personal Integration Plan
Goal: Quickly integrate into the xxxxxxs corporate culture and build local knowledge/network
• Quick ramp through structured integration into the business (90 day plan)
• Active field knowledge gathering (Skip levels, 1:1s)
• Regular business, strategy reviews with key stakeholders
• Personal development review and coaching
• Leverage industry and regional network to integrate
• Leverage xxxxxxx network (Singapore, China, HK, etc) and Telco network
• Learning plan
• Seek stakeholder input to quickly build a structured learning plan that
facilitates integration
• Local cultural mentorship (identified)
• xxxx xxxx Executive Program
• Strategic use of executive coach (Peer review at 120 days)

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