Day Plan Template for Managers

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The day-plan for managers is a spring board for success as a manager in a new team.
This template is a four-quadrant framework. The first three quadrants walk managers through each month from their start at a new job, while the fourth quadrant holds notes and other helpful information gathered throughout these 90 days.

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Day Plan Template for Managers for Priority Matrix

Day Plan Template for Managers in Priority Matrix

The day-plan for managers is a spring board for success as a manager in a new team.

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Proposed Tasks

30 Days: Talk to Everyone on Your Team

  • [EXAMPLE]: Birthdays
    Everyone appreciates when you remember their birthdays. Keep a calendar with reminders so you're never caught off guard.
  • [EXAMPLE]: Dreams
    What drives people in your team? Are you able to relate to a grand life vision? Can you facilitate it?
  • [EXAMPLE]: Family
    For most people, family is the most important part of their lives. Knowing at least a little bit about the personal situation of your teammates can help everyone understand particular decisions, and help everyone feel like they're more than a cog in a machine. Does someone seem to be on …
  • [EXAMPLE]: Get a feel of what's going on
    Team culture is passed on from teammate to teammate. Try to accelerate the process proactively.
  • [EXAMPLE]: Make a small change around something that people have been complaining about
    Make yourself useful and appreciated by the team by delivering on something small but concrete that everyone is aware of.
  • [EXAMPLE]: Occupation
    What are the specifics of everyone's day to day job, why they do things the way the do, and who determines the process?
  • [EXAMPLE]: Perceived Strengths
    You will want to understand these strengths so that you can use them to your advantage and delegate responsibilities that align best with these strengths.
  • [EXAMPLE]: Perceived Weaknesses
    The goal here is not to fix these weaknesses at this moment, but simply to be aware of them.
  • [EXAMPLE]: Recreation
    Knowing what your teammates do for fun can be a great way to find common interests, maybe spark parallel thinking when solving a hard problem together. Or at least, have some fun!
  • [EXAMPLE]: Spend time thinking about employee, team and company perception versus reality
    When you are fresh in a new setup, your inexperience is a plus because it lets you see things in a different way. Make use of that unfair advantage before you are assimilated into the status quo.

60 Days: Dig Into the Process

  • [EXAMPLE]: Ask the hard questions
    Some hard, intelligent questions are often pretty straightforward. Start with a simple "why?"
  • [EXAMPLE]: Continue to Communicate
    Communication is a process, not a one time event. Establish ongoing channels, an open environment where everyone is welcome to contribute, and keep at it.
  • [EXAMPLE]: Dig into issues you are hearing about
    When you learn new aspects of the job, don't just nod and move on. Try to experience with your own hands. That's the only way to actually learn.
  • [EXAMPLE]: Gather facts relentlessly
    Can't have too much information! While you do that, try to spot inconsistencies, things that don't match.
  • [EXAMPLE]: Make another small change
    Repeat what you did in your first 30 days. Improve something. Fix a problem. Make yourself useful even in a small way.
  • [EXAMPLE]: Make distinctions between fiction and fact
    Sometimes folks are used to do things one way but the reality is that it doesn't have to be like that. Use your judgement to decide if something is a company myth and should be challenged.

Forward-Moving Strategy

  • [EXAMPLE]: Clarify the mission/vision statement for the team
    Make things explicit. Make sure that everyone understands what you and your team stand for. Then get ready to execute on that.
  • [EXAMPLE]: Determine top 10 goals to knock out
    Write them down. Then spend some time ranking them. It's ok if you're not sure about small differences, but at least you should be able to group in big buckets (critical, important, medium, avoidable).
  • [EXAMPLE]: Do an Impact analysis
    Ideally you want to go for things that give the most bang for the buck. Don't chase shiny tasks that might only deliver a small, unlikely benefit.
  • [EXAMPLE]: Get approval for needed resource based on top 10 goals, SWOT, and IMPACT/EASE
    Can you get upper management behind your strategy? Why or why not?
  • [EXAMPLE]: Get team's buy-in
    Without your entire team's backing, it's hard to get anything done. Make sure you are all rowing in the same direction.
  • [EXAMPLE]: Sit down with team and do a full SWOT
    Know where you excel and focus on that.

Notes and Other Resources

  • [TIP]: Invite people to your account and collaborate in PM