Whether you want to impress a potential sales manager during a job interview or you are simply looking for a way to level up your sales game with the support of your management team, you can plan and track your development in a transparent way by creating and sharing a 30-60-90 day sales plan.
In the sales profession, it’s not uncommon during the hiring process to be asked to provide a 30-60-90 day sales plan as it helps the sales manager determine your approach to learning the business, ability to create and track measurable goals, and willingness to hold yourself accountable. Writing a 90-day sales plan may be the key to a smooth transition into a new role and will remove much of the onboarding stress your sales manager might have had otherwise.
What is a 30-60-90 Day Sales Plan?
A 30-60-90 day sales plan is a tool used to lay out a course of action during a period of onboarding or growth. When used during onboarding, a well thought out 90-day sales plan maximizes progression into a new role by identifying development targets that include a clear timeline for completion.
Ultimately, the plan gives reps and sales manager alignment on what success will look like in the first 30, 60, and 90 days. It leaves very little ambiguity for measuring a successful transition, by keeping everyone pointed in the right direction.
While following a 30-60-90 day sales plan will help you get off the ground, the value is less about learning tasks and more about generating alignment with your new management team on what success looks like. At the end of 90 days, success should demonstrate you were a good hire and set a foundation for career growth.
Goals of a 30 60 90 Day Sales Plan
Each phase of your 30 60 90 day plan should be grounded on specific outcomes that align with your individual priorities, your team’s goals, and a plan for measuring success. Measurements should be quantifiable. In cases where they’re not easy to quantify, they should be designed to ensure it’s easy to demonstrate successful completion.
Align to team goals
When identifying your own priorities, you must first understand your team’s goals. These are typically set out by management and will greatly influence your personal priorities. Be sure to go beyond the surface level to understand the purpose behind your team goals, what strategy they align to, and what success looks like for the team.
Identify your priorities
By deeply understanding the purpose behind your team goals, you’ll be well-equipped to identify your personal priorities. Identifying your personal priorities will provide you with a foundation to refer to if you’re not sure if a task should be prioritized. By aligning your personal priorities to the team’s goals, you strengthen your accountability to the team.
Measuring progress and success
A plan is not a plan without a clear way to measure success. To track your progress, be sure to include a way to measure each item on your 30 60 90 day sales plan. Depending on the activity, your goals should tie to one of the following things:
1. What you’ve learned
2. How well you’ve adjusted and integrated into your new team
3. How ready you are to perform your role without extra support
Two Scenarios that Call for a 30-60-90 Day Sales Plan
During the Interview
One scenario that calls for a 30-60-90 day sales plan is during the final stages of the interview process. In some cases, a hiring manager may informally ask how a candidate would approach their first 30, 60, and 90 days on the job.
In this case, it’s useful to be armed with a formal plan which demonstrates you are thinking ahead and serious about the job. In addition to having a formal plan, you should be prepared to speak to it, articulating the highlights in response to the questions.
In addition to showing you’re ahead of the game, the plans show the hiring manager how you prioritize tasks and organize time.
It also provides the opportunity to demonstrate your understanding of the role while helping the hiring manager see your capabilities and how you will approach the tasks at hand.
First Week On The Job
Another scenario for sharing your 30-60-90 day sales plan is during your first week on the new job. During this time, onboarding is critical. Sharing the plan upfront gives you and the management team goal alignment, helps them understand the way you operate, and reduces the chance of miscommunication.
Even if you’re not asked to craft a 30, 60, 90 days plan during the first week on the job, it’s highly recommended. Not only does it provided alignment, it’s also helpful for you as an individual to stay grounded during a time where you’ll be getting comfortable in a completely new environment. Having a plan in place will help you feel like you have control of the situation. It also gives you something to refer to if you feel lost or stuck.
A Simple 30-60-90 Day Sales Plan Template
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 things 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 core goals and objectives 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 different and 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 your 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 okay. Sometimes once you become more familiar with a job, items on your list may be deprioritized and rolled into the next phase.
60 Day Plan
During the second month, you’ll be able to spend more time in the field. During this phase of your onboarding plan, you should focus on getting to know your market, meeting and developing relationships with prospects and clients, understanding the customer experience, including what’s working well and where your team can better support customers.
During the 31-60 day period, you should also make sure to get feedback from your manager, team, and customers on what you’re doing well and where you can improve. This is also a great opportunity to establish weekly personal goals that will help you stay on track for success.
Aim to have more hands-on experiences that will drive you to a deeper understanding of all aspects of the business. One way of increasing your awareness is by spending time reviewing customer comments to guide you into defining solutions for common roadblocks.
During this time, you should also be teaming up with coworkers to role play, shadowing peers and reps in the field, and discussing with your manager optional tools to help train you to see issues before they are problems.
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 things 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?
By the 60-day checkpoint, your goal should be to get in the game – show that you can handle the workload and that you’re ready to succeed on the team.
It’s not uncommon for new team members to stay quiet in meetings and engagements out of fear that they’ll disrupt a meeting flow or look foolish. Between days 30 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
At the end of 60 days, you should feel ready to hit the ground running. Days 60-90 are all about building on what you learned during the first 60 days to begin making an impact.
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 provide feedback and input into your own sales organization to drive broad impact.
Here’s a sample checklist of things 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 like you’re flying. While nobody will expect you to be a seasoned expert, you should know enough to perform critical sales tasks without a ton of support. You should also be very clear on where to go for questions or support if you get stuck, and have a strong network in place to ensure success.
3 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. An ambiguous plan
As you’ll recall, the most important aspect of your plan is to provide alignment between reps management teams. The biggest enemy to alignment is ambiguity. To avoid an awkward conversation during one of your check-ins, make sure that your plan has no room for misinterpretation. Include specifics in your plan including dates, numbers, and other things that can be quantified as SMART goals.
#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 very specific on what constitutes successful completion of a task. Think of this as your onboarding scorecard.
#3. A fixed mindset
When you start a new role, you don’t know much. By the time you start executing on a plan, you’ll likely find some of your assumptions were off, 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.
Your 30-60-90 day sales plan should serve as a tool to establish yourself in a new role, organization, and time of growth and development.
It includes specific objectives, deliverables and timelines, and should include a scorecard to measure success.
Coming to the table with a plan is the best thing you can do to hit the ground running and build credibility by showing team members you are eager and prepared.
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