The 90-Day

New Manager Starter Kit

Your first 30-60-90 days to success

By Makeda Andrews

© 2022 The Impactful Leader, LLC | makedaandrews.com

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 TABLE OF CONTENTS

03

Intoduction
04 - 17

Sprint One
18

30 Day Reflection Guide

19 - 24

Sprint Two
25

60 Reflection Guide
26 - 31

Sprint Three
32

What's Next?

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 CLICK PLAY TO WATCH THE VIDEO
WELCOME

Introduction:
This starter kit is a planner to help you get your first 90-
days off to a successful start!

In this workbook you’ll find video lessons, prompts,

and exercises that will help you to get yourself
organized and focused on the right efforts as you begin
your journey into management.

This workbook is centered on four focus areas:

Sprint 1 - Listening and Learning

Sprint 2 - Continuous Learning and Achieving Quick
Wins
Sprint 3 - Analyze and Grow

Each sprint has specific action items so that you are

focused on the most important tasks that move the
needle forward.

© 2022 The Impactful Leader, LLC | makedaandrews.com

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 Sprint One
LISTENING AND LEARNING

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 SPRINT ONE

Listening & Learning

Don’t kill your credibility with your new team by trying to go quickly with your
new team. Consider your first 30-days as the perfect opportunity for you to
LISTEN to what’s happening around you and LEARN about your role as well
as the roles of your team members.

Click the video below for a high-level overview of what you need to know
about your new role:

Listen and learn mini lesson

CLICK PLAY TO WATCH THE VIDEO

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1. Identify the type of leader you want to be
Reflect on the following questions and write down your answers:

Who do I know that I’d consider to be a great manager or mentor? What is

it about them that I think is so great? How did they make me feel? And
why was this so important to me?
kerryn, smiling, positive, recognized, make me feel good and that she cared.

Who was my least favorite manager and why? Be specific.

Aurela Nuredini, micromanager, unprofessional, mean, judjemental, negative feedback,
bring psychology down, not recognition, she did not appreciate anything, liar, lack of
empathy, not genuine interest at her team.

What are the characteristics based on my above answers that I want to

emulate in my own leadership approach and why?

How do I want my team to remember this time in their life with me as

their leader?

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2. Determining my leadership style
Now that we’ve determined the leader that you will strive to be,
let’s determine your inherent leadership style.

Watch this additional video resource: Understanding Your Leadership Style

Now that you’ve watched the video, let’s get to work on determining which
style you naturally gravitate towards by answering the following questions:

What are my values?

(What are the beliefs that I have or value in my life?)

What do my friends and family say about me?

(Ask your friends and family to describe you in a couple of sentences and
write down the ones that keep coming up)

Take the free personality assessment online HERE

MYERS-BRIGGS TYPE:

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2. Determining my leadership style
Now that we’ve determined the leader that you will strive to be,
let’s determine your inherent leadership style.

What are the characteristics of the workplace habits do you agree with?

What are your key takeaways about you going through every step?

After your reflection, which leadership style do you believe best matches
your natural leadership approach?
(Styles: Democratic, Bureaucratic, Visionary, Coach, Pacesetter, Autocratic)

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3. THIS MAKES ME UNCOMFORTABLE!
As a brand new manager you are bound to deal with everyday
intimidations or fears around your new role.

Here are a few additional video resources that you can watch on some
of the most common fears new managers face and how to get through
them:

Title: Youtube video resource:

Common manager fears Click to Watch

4 common emotions that hinder

Click to Watch
management success

Leading a team as a first-time

Click to Watch
manager is hard

What I wish I knew when I became

Click to Watch
a manager

No doubt you will experience some fears and we need to get you over
the hump so that you can do the work that you are assigned to do.

Creating a fear list helps you to identify and work through what makes
you fearful AND it will help you grow.

Note: Two things will happen at this point. You will either want to skip
this and go straight to the tactical OR you will sit down to write it and
nothing will come to you. I want to encourage you to stop and truly
think about this before you dive into action items or come back to it
when you have observed your patterns around what makes you tick.

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3. THIS MAKES ME UNCOMFORTABLE!
As a brand new manager you are bound to deal with everyday
intimidations or fears around your new role.

Use the space below to work through the exact fears you are experiencing
around being a manager:

What fears do I have?

Why does management scare me? Where do these fears come from?

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 action item

Schedule an Introductory or
Transition Team Meeting
Now it’s time to dive in and do some work ;) Start by scheduling an
introductory or transition meeting to discuss broad strokes of what team
members can expect from you over the next couple of weeks.

Note: The agenda will look different depending on if you are a new
manager to an already established team OR if you are moving from peer
to manager. Choose the agenda that applies to you.

Meeting AGENDA IF YOU ARE BRAND NEW TO THE TEAM

Introduce yourself and your personal background

Discuss where you came from professionally (you can share your career
trajectory if you would like)
Ask team members to introduce themselves
Discuss what team members can expect from you moving forward:
Example:
1:1 meetings
Shadow sessions
Team meetings
Discuss near term expectations (what you expect from THEM - keep
this light)
What do you expect from them in terms of communication, etc.
Example: Keep an open mind through the transition, provide open
candid feedback as we are doing the 1-1 or shadow sessions)
Share your communication preferences and style
Optional: Consider a team building activity with the purpose of getting
to know each other better

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 action item

Schedule an Introductory or
Transition Team Meeting (Cont'd)
Meeting AGENDA IF YOU were part of THE TEAM

Presume their support by thanking them for your support throughout

this transition
Reaffirm that things will not be changing immediately or just for the
sake of change but that any changes made will be intentional and
together
Discuss any logistics of the transition
Discuss what team members can expect from you moving forward:
Example:
1:1 meetings
Shadow sessions
Team meetings or huddles
Discuss near term expectations (what you expect from THEM- keep this
light)
What do you expect from them in terms of communication etc.
Example: Keep an open mind through the transition, provide open
candid feedback)
Share your communication preferences and syte
Optional: Consider a team building activity with the purpose of
diffusing any sort of tension

Additional Resource:

Title: Youtube video resource:

Making the transition from peer to

Click to Watch
manager

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 action item

Schedule a Meeting with Your

Direct Manager
After meeting with your team, this meeting is arguably the most
important step you can take as this is where you can discuss keys to
success and any additional advice.

here are some vital questions to ask:

What are the current issues that I need to know?

Are there any sensitive issues that I need to be aware of?
What does success look like in my role?
What are the deliverables?
What is the best way to communicate with you?
What are the top priorities I should focus on?
How much runway do I have to listen and learn the role before you
expect changes/movement?
Who are the key stakeholders that I should interact with or introduce
myself to?
How does this department add value to the organization?
If we can narrow down one big win for this department what would
that be?
Can we schedule regular 1-1 meetings?
How much autonomy do I have?

Notes from the meeting:

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 action item

Meet with Your HR Department

Depending on the size of your company you might have an HR
department or an Operations representative that is in charge of the
business policies. One of your responsibilities as a manager is to ensure
that policies are followed, but that would be impossible for you to do if you
are not well aware of these policies.

First, ask your HR department for a copy of the organizational handbook.

Study it and highlight anything that is unclear to you. At your HR meeting
ask to be given clarity around what you have highlighted and any other
lingering questions you might have around policy and procedure.

Examples of policies you will want to be familiar with:

Person and sick leave

Internal reporting
Expense reports and approvals
Health and safety practices
Emergency plans
Legal matters
IT support
Termination
Ethics and code of conduct
Leadership skills training

Notes from the meeting:

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 action item

Identify Roles & Responsibilities

Now is the time to devote time and energy into diving into each person’s
role, performance and team projects that are currently open.

Review all employee files and analyze:

How long they have been with the company and or in the role
Key responsibilities
Metrics for success
Historical performance
Areas for improvement
Specific goals
Use the space below to map out each employee:

10

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 action item

Review Key Projects

Review all open and important projects the team is currently working on.
Schedule some time for a deep dive into what’s going on with each one.

You want to know with each project the following:

Stakeholders or customers involved

Status
Risks
Barriers to success

Use the space below for your notes on each project:

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 action item

Schedule an Informal Meet-Up

with Each Team Member
Schedule your very first meet-up with each team member so that you can
better get to know them, their role and how you can help them grow and
develop.

Subjects to discuss:

Discuss career background

Ask what they are working on
Ask about work preferences
Discuss career goals and ambitions
Ask if they have any questions for you

After the meeting, send a recap email of what was discussed, action items
and timelines.

Employee Name Not Started Scheduled Completed

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 30 Day Reflection Guide
Jot down key learnings from the past 30-days as well as any unanswered
questions that you will aim to answer in the next 30-days.

What worked really well?

What didn't go so well?

What did you enjoy about your meet-ups with your team?

How will I use all my learnings and feedback to help me grow as a manager?

What did I learn that I need to focus on for next month about my
department processes or my team members?

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 Sprint Two
CONTINUOUS LEARNING &
ACHIEVING QUICK WINS
The next 30-day sprint is about building on what you already know and
identifying low hanging fruit for quick wins.

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 action item

Spend Time Learning the Processes

Last month you would have learned about the policies now we want to
dive into the procedural aspects of your department.

You want to assess tools and resources that your department uses and
review SOP’s and documentation. Make note of any documented
processes that either do not make sense OR is missing.

In understanding process ask yourself:

Does everyone on the team know, understand and follow this process?
How long does this process take to complete?
Who is part of the process?
Why does this process work the way it does?
Is there a simpler or faster way to achieve the same result?
Are there bottlenecks in the process that slows things down?
Are the right people making the decisions throughout the process?
How often is this process reviewed for efficiency and relevancy?
Are there checkpoints along the way to minimize risks?
Is there proper training for this process?

Notes:

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 action item

Review Team Metrics

Review your department’s key metrics. At the very least you want to go
back at least 6-12 months so that you can look for trends.

Ask yourself:

What does each metric mean?

Why does this metric exist in the first place?
What problem is this metric trying to solve?
How often is this metric calculated?
What are the trends?
What are the first and second order consequences of not reaching
these metrics?
What are the things I can do to ensure team members are hitting
targets?

Notes:

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 action item

Run an Impediment Challenge

Schedule a brainstorming session where you identify TOGETHER the
obstacles. This is a fantastic opportunity for you to achieve some quick
wins on low-hanging fruit and establish your credibility as a leader to the
team.

Most managers enter the team not recognizing this one truth:

No one is more aware of the day-to-day challenge like the people closest
to the work.

Asking the people doing the work for their insights is valuable.

Additional Resource:

Title: Youtube video resource:

Team Optimization Click to Watch

During the brainstorm session ask your team this question:

What is the number 1 frustrating thing you are dealing with that is
stopping you from being able to do the best job you can in the most
efficient way possible?

Brainstorm Session Checklist

Schedule a team session where you brainstorm together the obstacles
Set expectations that this is a brainstorming session not a complain
session
Ask questions, dig deep, listen and then take notes
Identify quick fixes & remove the obstacle
Bigger issues should be documented and dealt with at the appropriate
time. Do not let it fall off your radar

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 action item

Run an Impediment Challenge

(Cont'd)
Word of caution:

Be careful not to make promises to solve the problem right away as some
issues brought up will need time to fix. In other cases, you might not have
the level of authority required to make the fix yourself and will need to
enlist the help of others to remove the obstacle.

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 action item

Meet with Key Stakeholders and

Customers
In order to be successful in what you are doing, make it an aim to talk to all
the decision makers and influencers within your sphere.

This will help you to identify who you need to talk to when you need
something, who you need to approach with certain decisions etc.

Ideally in your initial meeting with your manager, they would have
identified who these key people are to you, but if not, use the
organizational chart for this.

Schedule a meeting with each one and ask the following questions.

Note: Do not make this meeting too formal as they might make them feel
uneasy. Like who’s this new kid on the block getting in my business.
Approach it as:

“Hey Sally, would love to set up some time with you to learn more about
your team and how we can better work together as well as how my team
and I can support you in your goals.”

At the meeting, you can ask:

What big goals does your team have or is currently working towards?
How does our team affect your team’s success?
Do our departments cross in any way? If so, how?
In your experience, what do you think are the most important things I
should know to be successful in my role?
Do you have any suggestions of other leaders, customers or
stakeholders I should meet with?
Do you have any questions for me?

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 60 Day Reflection Guide
Jot down key learnings from the past 30-days as well as any unanswered
questions that you will aim to answer in the next 30-days.

What worked really well?

What didn't go so well?

What did I learn from the impediment challenge?

What did I learn from influencers and decision-makers?

What did I learn that I need to focus on for next month about my
department processes or my team members?

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 Sprint Three
ANALYZE AND GROW
The next 30-day sprint is about hitting the throttle on everything you have
learned thus far and making incremental improvements and changes
based on this knowledge.

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 action item

Identify the Problems to be Solved &

Set Goals
Setting great goals starts with clarity on what you are trying to achieve as
well as clarity on the core problems.

The next section will help you write out great goals, but for now, I want you
to stop and look back at what you have learned over the past 60 days. Use
what you find in this worksheet to help you with the goal-setting process
so that you are setting goals that matter.

What is the ultimate goal the team is trying to achieve?

What is standing in the way of your team achieving this goal?

Is what I’ve noted a symptom or a problem? Determining the root cause is

the key to success here.

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 action item

Identify the Problems to be Solved &

Set Goals (Cont'd)
What changes need to be made in order for your team to achieve its
ultimate goal?

How does each team member play a hand in solving these problems?

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 Goal Setting
Setting clear goals for your team is a crucial part of your role as a manager.

Your ability to achieve continued success is directly tied to your ability to set
goals and then monitor your progress.

Where most managers fail in this process is that they set goals on behalf of
their team members rather than doing so collaboratively.

This is why it is imperative that you work on setting goals with team
members in a collaborative manner. Doing so increases their level of
commitment, productivity and motivation.

Use your ‘problems to be solved worksheet’ to help you set goals with your
team in alignment with the problems that NEED to be solved.

Three key focus areas for

goal setting

Outline Key Factors:

Why are we doing it and why does it matter?

What do we need to do now to move forward on the larger goal?
What is it that you and your team should be focused on?
What are the skills that will be needed to attain this goal?
What resources are going to be needed?
What obstacles might stand in the way?

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 Goal Setting (Cont'd)
Prioritize:

Ensure all team members understand the importance level of each

goal. Not everything can be done at once, and not everything has an
equal level of importance.

It is important that your team members are aware of this fact so that
they are not jumping back and forth which causes a lack of focus.

Lack of focus often causes poor execution on goals.

Provide Support:

Work along with each team member in helping them to achieve their
goals. Set up regular check-ins to track progress, provide feedback
and coaching.

Additional Resources:

Title: Youtube video resource:

Setting Expectations with Employees Click to Watch

Holding Team Members

Click to Watch
Accountable

Dealing with Underperformance Click to Watch

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 action item

Schedule a 90-Day Review Meeting

with Your Direct Manager
Now that you’ve had some time to sink your teeth in, it would be wise to
discuss with your direct manager where you’re at and what you are
working on in detail.

Discuss the following:

Team observations
Changes, updates or opportunities
Concerns
Ask for guidance as needed
Feedback on your performance thus far
Expectations that they have of you moving forward

Notes:

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 BOOM.
You did it!
You did it! Congratulations on an incredible
job! In order to ensure that the next 90 days
and beyond are even more of a success, I
suggest setting aside time to consider your
personal growth as well.

Click here for a free personal

development plan!

Click here to watch the complimentary video tutorial

Now... what's next?

Here are a few helpful resources and links to help
you move onward with confidence as a leader!

The New manager accelerator

Want personal direction and guidance? The New
Manager Accelerator is a group training and
development program for first-time managers
who want to become confident, competent, and
impactful leaders. Learn more by clicking HERE.

Maktv- my free youtube channel

Subscribe to my FREE YouTube channel where we
share weekly tips and tricks for new managers.
Get subscribed HERE.

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