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30 60 90 Day Plan for Business Development Manager

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30 60 90 day plan for business development manager is very important. People who begin to fail wind up in low-impact positions. Some have gone on to become Project Managers, while others have just straddled various related responsibilities without knowing what they want to accomplish.

Needless to say, the items they oversaw, or the things they developed or did during their time in the cockpit, all failed. To say the least, the consequences of not getting off on the proper foot may be terrible. This article will feature a 30 60 90 day plan for a business development manager.

30 60 90 day plan for business development manager

Let’s find below the steps on 30 60 90 day plan for business development manager

Your First 90 Days – Enter

Those that understand and value the necessity of honing their ax are the ones who actually smash it. Whether you are a first-timer in a new capacity or have a lot of experience, the first 30, 60, and 90 days in your new function and employment are critical.

I’ve developed a list of 32 sure-fire must-dos that you should consider completing in the first 90 days of your new work after speaking with and witnessing many awesome individuals producing products and businesses. I’ve divided them into three pieces for ease of reading and measurement:

  1. First 30 Days
  2. Second 30 Days
  3. Third 30 Days

These 32 steps, which have been tried and proven by many people, including myself, will undoubtedly set you on a winning run. I am confident that this will offer you a powerful boost in your new career, and please feel free to add and delete additional suggestions, approaches, and processes as needed to make them work for you.

The Foundation – The First 30 Days!

The first 30 days are critical, whether it’s your first time or not. Many people refer to the first 30 days of any employment as the honeymoon phase, but I believe they are one of the most crucial periods of any work. That’s when I’d start laying the groundwork. Here’s what I believe is crucial to understand:

  1. People
  2. Product
  3. Process
  4. Tools

It helps when we get the important components of our new position correct as a new kid on the block. Let’s take a look at each of these in turn.


No matter what profession we have, people and connections are crucial to our success. Making connections with individuals both inside and outside the firm might help you define your success in your new position. Here are some things to think about.

Connect with the Boss

Make contact with your supervisor and learn about his or her priorities. It’s critical to comprehend their objectives. Understanding the company’s vision, as well as the product’s and team’s missions, is critical. Make an effort to get your objectives stated and written down.

Connecting the Functions

Depending on your position, schedule meetings with the engineering, marketing, sales, support, and finance departments. When I’ve met with them over a cup of coffee, I’ve typically gotten a lot of good information.

Foster Empathy

Recognize the current problems that each of these stakeholders faces. I normally take notes on a mind map during these meetings and try to capture the issues in the mind map.

Who’s Who in the World

Attempt to write out the organization’s who’s who on a good A3-sized piece of paper and pin it to a pinboard. I also attempt to find and pin their photos from the directory. I have a tendency to mix up names, thus this has helped me match the face to the name.

Customer Relationship Management

Try to get on any customer calls and listen in on the conversation as if you were a fly on the wall. To acquire an overview and description of difficulties in each of your clients’ accounts, interact with their account management professionals.


Your baby is the product. It doesn’t matter what you name it: product, service, app, or anything else you want to call it. It’s critical to have a firsthand understanding of the product, its market, and its financials. Here are some things to think about:

Demonstration of SME

Get a demo of the product from the top Subject Matter Expert, Quality Engineer, or someone who is a go-to person for that product. Make a list of all the questions you want to ask. Don’t dismiss those who appear to be amusing.

Demonstrate Support

Meet with a customer support engineer for a product demonstration. Ask a lot of questions, much as you did with the SME. This allows you to better understand how both of these folks see the product. It’s critical to comprehend the product’s backstory.

Sales Demonstration

Meet with a salesperson and have them demonstrate the product to you. This might lead to some significant disclosures.

Market Dump

Gather all of the product’s market data, including competitor information, analyst data, and win-loss analysis, and place it all in one working folder. Set up time on your calendar to go over all of them.

This may seem small in some positions and occupations, but trust me when I say that if you do this on the job, your work and career will take off in a huge manner.

Financial Statements

Make an appointment with the company’s financial analyst to acquire a financial dump. Understanding the financials of a product may help you understand its performance and discover its strengths and faults by working backward. When this data is combined with market knowledge, significant breakthroughs can be made.


It is critical to get familiar with the geography before visiting a new country. As a hunter, you must be familiar with the forest, its creatures, tribes, weather conditions, and, of course, your hunting weapon.

Rhythm of Development

Meet with the engineering team to learn more about how they produce software – release cycles, development methods, etc (Agile, Scrum, Waterfall, Kanban, etc.). Not understanding this can lead to unpleasant shocks, especially if your previous work experience is vastly different from your present one.

It’s crucial to know how the firm has released software in the past. Some businesses rely heavily on processes, while others don’t (consider continuous delivery models like those used by McDonald’s!).

Expenses It’s critical to understand how travel and discretionary expenses are handled. That’s something your manager should be able to assist you with. Get a sense of what it’s like to work as expenses are claimed.

The Rhythm of Stakeholder Meetings

It’s critical to understand how often you have product reviews with management, board meetings, investor meetings, and analyst meetings. Understanding essential contacts for speaking with analysts would be quite beneficial.


Finally, there are the tools. As individuals, we become accustomed to certain tools and must occasionally learn new ones. Learning is difficult, and it’s made even more difficult when we don’t know what tools we’ll need.

Each of us has our own set of problems, ranging from learning to operate a Macintosh to not utilizing Lotus Notes. Here are a few things to remember:

The IT support desk can assist you to order a laptop and/or workstation. In some large corporations, this is a time-consuming and inefficient procedure.

Install all of the software that the company requires on your laptop. When you notice that some program was not installed properly and has locked your computer, this might get in the way of your job.

Install your preferred software applications on your new computer. We all have favorites, and I’ve included a list of mine in the resources section. We just can’t work with our preferred task management software (Trello is mine), time management software (Pomodoro app for Mac is mine), and so on.

Order whiteboarding and note-taking stationery. Many large corporations take a long time to implement this. I’ve ordered Post-it notes from Amazon several times.

Set up a demo environment in which you may test your product. This is the most convenient for me since it allows me to have a firsthand look at the merchandise.

I hope you find this information helpful. The goal of compiling this list was to assist us to get a head start without wasting too much time. These are the standard operating procedures (SOP) for changing occupations or responsibilities, in my opinion. If you completed all of the above, continue on to the second 30 days!

30 60 90 day plan for business development manager

Synthesize for the next 30 days!

Congratulations if you’ve made it through the first 30 days! You’ve now progressed to the second 30 days of challenges!

The first 30 days were spent laying the groundwork. If you’ve ever watched military combat, you’ll notice that soldiers and units move from one base to another as they prepare to assault. They build bunkers, load weapons, put out maps, designate targets, and prepare for the next counter-offensive or offensive attack.

A systematic approach is beneficial to you, the product, and its stakeholders.

So, what are our plans for the next 30 days?

Put yourself in a Passive-Active state

…and as you learn more about the product and its ecosystem, you’ll begin to connect and rejoin the dots. It’ll be crucial to concentrate on the following:

  • Learn
  • Assimilate
  • Ask

These are the three most important aspects of the second 30 days in the job. The answer is to listen more and speak less, now more than ever.

This is because the first 30 days have established the fundamentals of people, process, product, and tools, clearing the mind of clutter and establishing a clear perspective. Let’s get started on each of them.


Learning may take place in a variety of ways. Here are a few ideas that are sure to help to get you started on the right foot.


You’ve probably stepped right into the thick of things if you’ve changed employment. Businesses will not wait for you to catch up, so take advantage of the chance to do a retrospective.

You can volunteer to lead a retrospective for the entire team or just yours. When I’m new to an organization or team, this is one of my favorite things to do since it offers me the benefit of being an outsider.

I’ve noticed that individuals are more comfortable performing retrospectives with someone who wasn’t present at the time of the release.

Retrospectives provide an excellent picture of how the release went, what went wrong, and how people think things may be improved. It’s also an excellent method to come up with a list of things to work on.

Analysis of Winning and Losing

Start digging further into the product’s win-loss analysis that you were able to gain access to in the first 30 days. These are fantastic resources for learning more about the product. It’s been quite useful in searching for trends in the analysis sheets from previous quarters.

Yes, the sales staff would have done this at least once a quarter. However, bringing in new viewpoints from outside the firm might occasionally assist in spotting relevant data. Another wonderful method to get some insights is to borrow time from someone in sales operations.

Iterations and Release Cycles

While retrospectives are a terrific method to go deep into the work of the team, we often aren’t available at the appropriate time. Participating in standups (short 10-minute check-ins with teams) is a wonderful approach to gain a sense of how the teams operate.

Trying to evaluate releases and how features are created, planned, how much of what is intended is really delivered, how prioritizing is done, and how obstacles are noted, depending on your job, is a fantastic learning experience.


Being a fly-on-the-wall in any product or company meeting is a fantastic experience in general. You face the danger of attending too many meetings, and these meetings might occasionally consist of conversations that you find unimportant. It’s critical that we leave such meetings and make better use of our time.


If we are unable to integrate the facts and information, learning can quickly become lost in the shuffle. Finding the correct collection of tools to help digest facts and knowledge has been critical for me. Here are a few choices that have proven to be successful for me:

Mind Mapping

I’m a strong believer in using mind maps in practically every aspect of life. I take a short 10-15 minutes after any form of learning, whether it’s through meetings or conversations and analyses, to put my learnings onto a mental map.

I even use smileys to recall how a certain individual replied to a particular message or thinking exchange. I also keep track of the times and places where these chats take place, as well as anything else that might help me remember the conversation as well as possible.

Wikimedia Commons

Another fantastic technique to internalize is to start writing down and crystallizing some of our learnings using a medium like a wiki or a Google doc. This is particularly useful when we’ve identified gaps through win-loss analysis, product documentation, and so on.

Updating this for the first 90 days will serve as an excellent initial report that you can share with your team (and, yes, your boss!). Assimilation of what we learn might occasionally lead to suggestions for new goods or ways to improve the monetization of existing ones.


It’s not about getting people to tell us what to do; it’s about getting people to tell us what they require. When I’ve had talks with engineers and even executives to understand what they need, I’ve found it quite useful.

This allows us to prioritize and, on occasion, assist customers in clarifying their sometimes hazy demands. Here are some things to remember:

Listen and share

People do not realize what they require until they get it. People may assist confirm our insights garnered from chats, meetings, and reading various texts when we share them with them. Offering to assist someone with their need is a terrific way to become involved in the first 60 days of your membership.

Whatever profession you have, you must eventually assist in the production of the product and its business. Even the smallest act of kindness at such a young age will be remembered and will aid in the development of connections.

Setting Objectives

Another effective strategy to get started on the right foot is to ask your boss to change the goals depending on what you’ve learned.

Goals are sometimes made in the first week, signed off on, then reviewed six months or a year later. For the first 90 days, I prefer to evaluate these goals on a regular basis to ensure that they are attainable and that we are providing value.

Okay, we’ve made it to the conclusion of the second 30 days!

What’s new with you? Perhaps you should go to the water cooler and get some water. Yeah? Scroll down and let’s speak about the previous 30 days when you’re ready!

Third 30 Days – Get to Work!

You’ve progressed one level – third 30 days – Congratulations!!

You’ve completed the first two months of your new job, which is a significant amount of time to complete effectively. I hope the first 30 day and second 30-day checklists were useful. If you haven’t read them yet, don’t worry; it’s never too late.
Getting your feet wet…

…and getting to know the product and the company’s operations is crucial to a successful tenure.

You’ve completed the self-imposed grind for the first and second 30 days, and you’re now ready to hit the dance floor for the third 30 days. To put it another way, it’s time to take action.

You’ve undoubtedly noticed that your position has suddenly become more active — you’re being asked to assist make choices, and you’re being asked for comments from all sides – you’ve arrived!

To build on the lessons learned in the first 60 days, here are three things that have worked well for me:

  1. Discipline
  2. Focus, Focus, Focus
  3. Bias to Action

There is a lot more you can do and follow, but the three areas listed above are essential, and you should aim to make them the pillars of your profession. Let’s not spend any more time and go right in.


This is one of the most important aspects that may help you feel fulfilled while also establishing a positive reputation in your new position. Here are some guidelines you might wish to follow:

Days with a Theme

Try to theme your days, or have your calendar set up so that you may accomplish particular tasks on each of the seven days of the week. If you work a five-day week, you might want to consider.

Every day, a consumer visits another for market research, competition research, and other purposes.
one day for engineering release activities planning

Set aside one day for sales activities such as workshops, sales kit updates, and so on, and another day for anything else.

I usually leave one day free to accommodate any talks or events that arise over the course of the other days’ activities.

Organizing your time

I hinted at it in the first 30 days, but I want to emphasize it now.

Whatever profession you have, you will soon find yourself swimming in an ocean where currents pull you in numerous ways and you lose control of yourself – you will have had this experience if you have previously had the position. I’ve discovered that a few personal habits perform well in this situation:

Accepting an invitation to a meeting where there is no agenda is a bad idea. If there is an agenda and you are unclear about what is expected of you, it is a good idea to check with the organizer.

Focus on your planned agenda within the allocated time periods throughout the week and avoid entertaining casual conversations – this is especially annoying if you chance to sit in an area where people stroll by regularly.

If you believe somebody is being obnoxious, put on a set of headphones – even if you aren’t listening to music, people will think twice before stopping by. It aids concentration.

Keep your supervisor and upper management informed about your working style — in my experience, socializing this during talks has worked well – it’s a win-win situation.

Concentrate, Concentrate, Concentrate

Someone is attempting to distract you every time you enter the office with a plan – it might be your employer, colleague, CEO, unhappy client, or even a phone call. The secret to your success is to keep your focus on the basics.

Is There a Bias to Action?

There are several decisions to be made, and you find yourself in the midst of them all. While examining the possibilities and selecting the best one is enjoyable, it can also become exceedingly difficult and mold you. This might jeopardize your, the product’s, and the company’s success.

The capacity to act immediately and think later is known as a bias to action. Experts in psychology and study show that the human mind comprehends and makes many decisions influenced by the unconscious mind. This is sometimes referred to as gut instinct, while others refer to it as intuition.

The Next Ninety Days

I hope this essay helps you concentrate on your first 90 days on the job. But what happens next? On the 91st day, we frequently wonder about it. Building contacts and a reputation online has been extremely beneficial to me (and many others) in my job. Allow me to explain.

Many people work hard and make a name for themselves in their workplaces. They make connections inside the firm and carry out the tasks outlined in this article. The irony is that the rest of the world is mostly unaware of it. But what’s the point?

Creating a Digital Identity

In today’s digital age, it’s critical to create a professional digital persona that people can connect with. LinkedIn is a platform that I’ve come to regard as a place where most of us exist as professionals but have nothing going on other than a profile.

What if there were more you could do with LinkedIn to help you increase your reputation and influence?

Develop and Expand Your Reputation

The first 90 days of your year set the tone for the remainder of the year and beyond. However, it’s just as crucial for you to improve your LinkedIn reputation and impact.

This will not only increase your visibility outside of your organization but also within it. Furthermore, others will notice what you do, and you will begin to receive chances and positions rather than having to hunt for them.

We hope this article on 30 60 90 day plan for business development manager was worth reading.

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