30, 60, 90 Day Vision and Strategy

Negotiating successful outcomes in the workplace can and will increase your value to an organization, but a lot of people are uncomfortable with the process and don’t try it. As a result they remain silent and continue to blend into the background. I run into people all the time that see an area in their business that could reach higher levels of performance, if only their company would embrace a new vision ... a new way of implementing promising – unexploited opportunities. But time and time again, most individuals don’t propose a plan of executing their idea because they don’t feel it’s their place to initiate these kinds of management driven strategies.

Here’s an example of what I’m talking about. The other day I was talking with an Attorney who works for a midsized law firm. She told me, “I would really like to see our firm use a marketing research company to help us with our marketing direction. I think we would get farther with our marketing budget and get better results.” She went on to tell me, “When I worked with a previous firm, I saw how effective it can be.”

I asked her, why she doesn’t propose the idea. She simply replied by saying, “I’m not in the marketing department. I don’t feel it’s appropriate for me to bring this up.”

I shared with her that many people who have experienced first-hand, the positive results of a practice or process are hesitant to offer a solution-oriented idea, because it’s simply not their turf. But most savvy managers and leaders know great growth of an organization comes from listening to people who see challenges and obstacles, and have a track record in understanding what can be done now to face and overcome those barriers.

I asked her if she had ever proposed a 30, 60 – 90 day plan before. She looked a bit baffled, but very interested in learning more.

This is what I shared with her and now with you.

What if you were to outline three things?

1. A few questions that framed the vision and strategy such as:

· What is the growth vision of our firm?

· What strategies are we using to reach that vision?

· If I were to share with you some results I’ve been exposed to that had dramatic positive result, would that interest you?

2. Then craft a three part, solution-oriented description of what you want to propose:

a. Set the stage; explain and establish the exact history of the situation. What were the challenges that were faced?

b. What were the specific actions that were taken

c. What were the results that were achieved by implementing this strategy, quantify them if possible

3. Then offer to work out solution-oriented action steps. Schedule to meet in 30 days to discuss your ideas.

Start by asking something like, “What if we were to explore this more? Would you like me to put some ideas together and we can meet in 30 days to go over them?”

Asking for 30 days is key, you don’t want to necessarily invest your time putting together a solution action plan if your leader(s) is not sold on the idea to move forward to explore. But exploring is exactly what will allow you to share your resources (i.e., the marketing research firm you have used in the past) and get buy-in from your leader. It shows you are ready to “put some skin in the game” and invest in the success of your organization.

It’s also very important to have no more than three steps. It becomes too complex of a project, very hard to roll out and manage. It may also become a bit threatening if there are too many items on your agenda. Plus, if you spoil them with a high number of ideas, they may expect it all the time. You want to learn to manage expectations.

Once you have your solution action ideas together you want to be prepared to work through the list with a willingness to adapt. The last thing you want to do is present your ideas as “It’s my way or no way at all.” You should have target items and resources that you want to try for the next 30 days. Schedule an appointment right then and there to meet 30 days out (60 days from original conversation) with the intent to review, what has worked and what has not. You want to come to this discussion with the knowing you will want to modify our ideas and action plan to make it stronger. You may need to involve other individuals and resources? Then it becomes a bit like the directions on the back of a shampoo bottle “rinse and repeat”. Once you have met to assess the value of the plan and what elements need to be changed. Schedule to meet again in 30 days to repeat the process (90 days total).

Here’s why this works, you have a track record of success, and you’ve been a part of process that has made a positive impact. You don’t have to be the expert; there are people, companies or organizations that specialized in this kind of thing. Simply put, you are making a recommendation of what you know has worked before.

Workplace negotiating starts with wanting to make a positive contribution. And the more your employment contributions are consistent with your employer’s objectives and function, the more you’ll have, as Alan Sklover puts it, “’the power of purpose in your pocket.’ And one thing’s for sure: it’s hard to keep down a man or woman who is purpose-driven.”