I recommend including a scorecard of some kind to quantify your success. There needs to be some way of scoring your success or failure. A clear project plan with tasks and deliverables is a good way to accomplish that. For example, auditing and optimizing one key process or implementing one new program to demonstrate the effectiveness of your process improvement.Īnother mistake people make is not being clear about what things you’re actually going to deliver and when. ![]() Rather you need to build you 90 day plan with measurable deliverables that have actual value to the company. These are table stakes activities that you’ll get fired for if you DON’T do them – there are no points to be scored here. You have to get much deeper than things like “meeting with key people” or “completing company orientation”. The next biggest mistake people make is not being precise enough in their plans. I’ve already covered the first big mistake people make – they build these plans for themselves instead of to align others to a definition of success. What mistakes are most common in a 30 60 90 day plan?
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