What’s the Intent Behind the Question?

1. Talk About Your Background

If the answer is a “yes” to any of these questions, then you need to figure out how you can apply your background to the job you’re striving for and how you can use it to the benefit of the company.

If you’re struggling to come up with something, take a piece of paper and write down each and everything you’ve learned throughout your career from all the studies, courses, jobs, and internships you’ve done in the past and. Now, think about how you can apply each one of them to the job you’re after.

2. Highlight Past Experiences

Do you have professional experience under your belt that will make you valuable in the role you’re applying for?

Another way to answer the question effectively is talk about your relevant past experience(s). The key here is to not just mention all the previous jobs (or internships) you’ve done, but you should also summarize what you learned working in those positions and how you will apply them into the new position.

3. Mention Specific Skills

Do you’ve any specific (and relevant) skill that isn’t listed as requirements but may bring value to your employer? Is there any course or specialization you’ve done in the past that makes you the perfect man for the job? It could a soft skill – such as communication, leadership — or a hard skill, it doesn’t matter.

Having more than necessary skills can give you an upper hand over other applicants, and you can use this to advantage when answering the ‘what makes you unique?’ question, too.

4. Brag About Workplace Wins

If you’ve many years of professional experience in your resume, it’s likely that you’ve some personal workplace success stories too. And you can use them as a proof to let employers know how you can drive great value for their business.

Also, support your answer with statistics, figures, or percentages as they not sound impressive, but also tell exactly how much the company benefited from your work.

5. Highlight Key Personality Traits

“I remain calm and optimistic in difficult times” isn’t enough, and won’t convince employers to hire you. Instead, you should add more details to deliver a job-winning answer. You can talk about how your optimistic efforts helped your previous company move out of crises, or how you effectively dealt with a potentially damaging situation at work. And, if you can spruce it up with statistics and figures, it becomes a standout answer.

Now you know how to deliver a striking answer when recruiters say, “Tell us what makes you unique,” you should also be aware of the answers that can get you in trouble.

5 Better Alternatives to “I Hope This Email Finds You Well”

Alternatives to “I Hope This Email Finds You Well”

 Nothing at all

The email app Boomerang conducted a data study and found that emails between seventy-five and one hundred words in length had the best response rates. Although the response rate diminished slowly after that, talk to any busy person and they’ll tell you they prefer emails that are brief and get straight to the point. Cluttering up an email with small talk that the recipient isn’t likely to acknowledge, or will acknowledge only with a curt “I’m fine,” isn’t magically making your email more friendly and civilized. Show that you value the recipient’s time by getting down to business right from the start.

Something personal

In my work as an editor, I’ve had people follow me on Twitter or Facebook, commenting on and sharing every article I publish. And, just when I think I’ve somehow earned a fan, I’ll get a letter from them asking me to accept a guest blog post or do some sort of cross-promotional content swap. I have to admit, I admire their dedication to getting to know me, even if it comes with an ulterior motive. And if they pitch something that reflects the knowledge they’ve gained about my style and the topics I care about, it’s more likely to be something I can use.

I read your article about [topic] in [outlet] last week. You hit the nail on the head when you said .

I learned last week that Awesome Startup got VC funding. You must be energized by what lies ahead!

Congratulations on publishing 80 Shades of Green last week! I’m sure it’s thrilling to have the product of your creative labors out in the world.

There are a couple of caveats here. First, don’t use a personalized opener unless it actually relates to the topic you’re writing about. It would be awkward to congratulate someone on the publication of their recent novel if you were writing to offer them a deal on life insurance. (Unless maybe they write murder mysteries. There may be a hook there.) And also, don’t make your message too personal. Saying you read an article is one thing, but mentioning the beach vacation photos you saw on Instagram will come off as creepy.

 “I know you’re swamped, so I’ll be brief.”

I love this opener. It and the number of paragraphs in the email I see before me, tells me that the sender values my time and made an effort to keep things short and sweet.

There’s just one rule with this opener—if you’re going to use it, you’d better actually be brief. Don’t promise to keep it brief and then go on for paragraph after paragraph. The sender may wonder whether you actually know the definition of brief.

“We met at”

Once again, this approach works best if your previous meeting is relevant to the topic at hand. If you met at a conference and exchanged words about marketing strategies, and you’re emailing now to ask the recipient to review your new app for marketers, you’re connecting the right dots. That won’t be the case, however, if you’ve only bumped into each other in a coffee shop and exchanged some small talk about the weather.

A bit of small talk

If you really think a small talk opener fits your audience best, give it a whirl. Just don’t make it as empty and meaningless as “I hope all is well,” or “I hope you’re doing well.” Try something a little more personal:

How are things in New York? I hope you’re keeping cool during the heat wave.

Hope your summer’s off to a great start. Is it vacation time yet?

Hey, it’s Friday! I hope you have some cool plans for the weekend.

The more familiar you are with the recipient, even if you know each other only through email exchanges, the better this works.

In my opinion, the most important rule of email communication is this: don’t force it. If you’re trying too hard to be personable or clever, your recipient will almost always see through your attempts. When I write an email, even if it’s for a mass emailing campaign, I’m always thinking of my intended recipient and their persona. I smile as I write (seriously, it’s a little creepy) and write as though I’m having a face-to-face conversation with them. Just minus the time-wasting small talk.

30 60 90 Day Plan Template for Managers

The 30 60 90 day plan template is a four quadrant framework. The first three quadrants walk managers through each month, while the fourth quadrant holds notes and other helpful information gathered throughout these 90 days.

Days 1-30

In the first 30 days as manager of a new team, the focus should be on talking to everyone. This communication is not only for relationship building, although this is critical. In addition, you will also gain tactical information which will inform the choices you make in the months or years to come.

Things to Learn in Conversation with Each Team Member

  1. Family
  2. Occupation
  3. Recreation
  4. Dreams
  5. Birthday
  6. Perceived Strengths
  7. Perceived Weaknesses
  8. A feel for what’s going on

Things to do Days 1-30

In addition to gaining the information on the list above, you should spend time considering employee, team and company perception versus reality. While this may not be a popular topic within the organization, one of the best things about bringing a newcomer from the outside as manager is that they can bring in new perspectives and challenge perceptions that have previously held sway as “reality.”

Finally, another important thing to do in the first 30 days is to make a small change. If a new manager does not do this, the team and upper management will start to question their effectiveness and, once introduced, this is a difficult perception to shake. Ideally, this change would be around a complaint that you have heard in your extensive conversations with your new team. Being able to change one small thing for the better is a great way to build trust which is a must for the next 30 days to run smoothly.

Days 30-60

During the next 30 days, you will really dig into the process. Comprehensive understanding of the current processes will pave the way for making many more positive changes.

First and foremost, you will continue to communicate. However, the goals of this communication will be less to get a “lay of the land” and more to really uncover as much as possible about the way things work, why and how effective these processes are. You should really dig into issues that your hear about and ask the hard questions. These 30 days should be seen as an opportunity to gather facts relentlessly. Once again, you should be very careful to spend time distinguishing between fiction and fact. When it come to a process or practice, what is the reason behind this particular choice? Does it actually produce the result that is attributed to it? If not, take note.

At the end of this month, another small change should be made. Once again, this change should be informed by what you’ve gathered during this time period. This is because it is important for the team and your supervisors to see that there is value in the difficult questions that you are asking.

Days 60-90: Structured Analysis and Strategy

The last 30 days are going to involve much more engagement with your team as a group. At the end of this time, you should have a vision, a plan, buy in and approval for resources.

SWOT

In your previous  conversation with team members around strengths and weaknesses, you would have been able to make a half SWOT analysis on your own. Now, it is time to create a full SWOT with the entire team’s input. Use this SWOT template and write down suggestion around team/company strengths, weaknesses, opportunities and threats.

Learn more about the SWOT Analysis:

Impact Matrix

Using the information in the SWOT analysis as a springboard, use the Impact matrix to rate the viability of different opportunities. Once again, this is a team activity, so that each direct report is engaged in the direction that you as manager will take.

Learn more about the Impact Analysis:

Vision and Goals

Based on the SWOT and Impact Analysis, determine  the mission/vision statement for the team and the top ten goals to accomplish this year. Depending on how close to year’s end, these goals can be larger of smaller.

Buy-In and Resources

The final actions for days 60-90 involve building on the trust and relationship that you have developed during the previous months. You must get buy-in from the team around the top 10 goals and also receive approval from supervisors for any additional resources that you will need to accomplish these goals. This buy-in from from the team and those you reports to is one of the reasons that it is important to make those two small changes, start building relationships right away and get as much information as possible.

Notes and Other Resources

The notes and resources quadrant is designed to hold all the helpful information that your find during these ninety days. Create items for each team member and document information in the notes section. In addition, the SWOT and Impact Matrix analyses can be nested in this quadrant. Put simply, this quadrant is where all the information that will inform your strategy moving forward is curated.

Conclusion

While you, as a new manager have your job cut out for you and plenty of pressure as you set out making changes and developing a successful strategy, the 30 60 90 Day Plan Template can help them make the most of your introductory period so that you can make as much positive impact as possible in this new role.

How do you write a 30-60-90-Day Plan?

You generally need about a page per 30-day section, with action steps you’ll take when you start the job. Every job has things that need to be done in order for you to be successful in it. List these out, as specifically as possible.

First 30 Days

The first 30 days of your plan should usually be focused on training–learning the company systems, procedures, people, products, services, software, vendors, and/or customers. So, most of the items in your 30-day plan should be along the lines of attending training, mastering product knowledge, learning specific corporate systems, traveling to learn your territory (if you’re in sales), meeting other members of the team, or reviewing accounts–all the things you’d need to do to get your bearings and get started. Not every boss has a lot of time to train you, so if you can show how you can get up to speed on your own, they love it. No hand-holding necessary for you.

Second 30 Days (the 60 Day part)

The next 30 days are focused on more field or independent time, more involvement in issues, more customer or vendor introductions, reviews of customer satisfaction, reviews of procedures….just getting deeper into things. More details, more responsibility. A big point here in this 60-day section is getting feedback from your manager to see how you’re doing. Put this in your plan.

The Last 30 Days (the 90 Day part)

The last 30 days are the “taking off on your own” part. By now, you should be up to speed, rolling with some independence, and contributing significantly. You should know your way around by now and be initiating things on your own:  thinking of ways to increase customers or revenue, generating ideas to save time or money, implementing plans or schedules, fine-tuning your schedule, and continuing  to get performance feedback.

Write the Best 30-60-90-Day Plan

  1. Know WHY You’re Writing This Plan

If you don’t have a goal, it’s really hard to hit it, right? So what is your goal with a 30-60-90-day plan?

Your goal is not to simply show off everything you know. Your goal is to foster more effective communication with this hiring manager about the job.

  • You do want to show that you understand and have the ability to do this job. This is why it’s so important to incorporate smart action steps and be as specific as you can with the details. This plan is helping you sell yourself for the job by showing them what you can do for them.
  • You want to take the risk factor out of hiring you. When you walk them through your plan and your thoughts about how you will approach this job, they can see what you will do. It makes them more comfortable and enthusiastic about hiring you.
  • You want to make sure you and that hiring manager are on the same page. I’ve seen many a person start a job and realize they made a mistake in taking it. Going over your plan with your future boss ensures that you and they agree on what ‘successful’ means for this role. This will be very important for performance reviews, raises, promotions, and recommendations down the line.

Knowing what you want to accomplish with your plan makes it easier to write and more effective for you.

  • Make Your Plan an Appropriate Length

I often see bad plans that are way too short (an insult to the job) or too long–10-page plan usually turns out to be more about you than about what you can do for the company.

An effective plan should generally be about 1 page for each section: the 30-day section, the 60-day section, and the 90-day section. (This can also vary depending on the job and the job level.)

  • Be Thoughtful About Your Timeline

All jobs have things that must happen—tasks that must be completed, actions that must be taken, etc. Tasks must be prioritized and goals must be set. This will vary according to the particular job, but here is a general timeline to help you organize your thoughts:

First 30 Days – Typically, this is a time of learning your way around. You may go through HR training. You’re learning everyone’s names and roles. You learn how to navigate the system. You master product knowledge. You meet vendors or customers.

Yes, these are things that everyone must do—so why write them into a plan? Because you are demonstrating emotional and tactical intelligence, and you are painting a picture for them of what they can expect with you in that role. When you do your research and include specifics, such as the name of the software they use or their top customers, it has a powerful impact. You seem intensely interested in the job—and therefore more attractive to that hiring manager.

Next 30 Days (the 60-day section) – For many jobs, this is a transition time. You may not be operating entirely on your own, but you are stepping out. You’re taking on more responsibility. You’re getting deeper into the details. You’re introducing yourself to a second-tier list of people. You’re actively planning to ask for feedback.

The Last 30 Days (the 90-day section) – This is where you will especially show what you are bringing to this company: Are you tasked with culture change? Are they relying on you to grow the company’s market share? Do they need greater efficiency? What kinds of things will you implement to accomplish these goals?

One question I get from a lot of job seekers is: “How can I possibly create a plan before I’ve talked to them about the job?” Well, that’s kind of the point. This is a big effort that will make you stand out from the competition. You have to research and talk to people to get accurate information for your plan.

You absolutely won’t have everything right. How could you? You haven’t worked for this company before.  As you have your discussion, you get feedback and adjust.

– If they say, “That’s not really where I want to go with this position,” you have just found out something incredibly valuable. Where do they want to go? How are you prepared to get them there?

– If they say, “That looks great, but I need you at the 90-day mark at the end of Month One,” then you can re-evaluate. Is that something you can do? Tell them how. Does it make you think that this company will wreck your work/life balance and you want no part of it? It’s good to know before you accept the offer.

Your plan isn’t THE rulebook that should never be deviated from. It’s a working document that can be adjusted. It enhances clear communication with the hiring manager.

  • Be Mindful of the Details

The more company-specific details you can incorporate into your plan, the better off you are.

  • What training program do they follow? Incorporate the name of that.
  • Who would you be reporting to? Use that person’s name.
  • What software program or system do they use? Add that name in.

Details like these strongly communicate that you are someone who will absolutely take this job seriously and work hard to be successful.

How do you find out things like this? You may be able to find some with a Google search. Probably you’ll have to search through LinkedIn or Facebook to see what others at that company have included in their information. You may even be able to ask people in your network if they know or if they can connect you to someone who knows.

The more you know about 30-60-90-day plans, the more comfortable and effective you’ll be writing one for yourself.

30 60 90 DAY PLAN EVEN BETTER

The fundamental premise behind the 30 60 90 Day Plan does not change no matter what role you’re in or hoping to be in. The purpose of the 30 60 90 Day Plan is widely misunderstood. It has nothing to do with helping you “get up to speed” or “hit the ground running” and everything to do with aligning your boss and management team to a definition and framework for success.

The 30 60 90 Day Plan is designed so your hiring will be declared an unequivocal success after 3 months by the people who matter most to your career. It’s designed to guarantee the success of the major projects you take on. It’s not about making sure you focus on learning or training or any of the other misinformation out there. No one cares about that. The purpose of the 30 60 90 Day Plan is to set the foundation for your career advancement.

If you haven’t read my original article on 30 60 90 day plans, you can check it out here. This one is about taking you plan to the next level, especially if you’re in sales or management.

While the basic goal of all 30 60 90 Day Plans is the same, you can and should customize your approach based on the situation you’re in and the role you hold or would like to hold. I’ve given some advice below on how to customize your plan for Sales positions and Management roles. If either of these sounds like you, keep reading.

The 30 60 90 Day Plan for Sales

The 30 60 90 Day Plan is critical for sales. In the interview process it can help you land the job. And once you have the job it can help you build a reputation as a smart and savvy sales executive. It’s about demonstrating that you understand how to build and execute a sales plan for a territory.

Define the Target

If you want to differentiate yourself from other candidates applying for a sales job, or just to impress your boss with your approach to planning a sales territory, you must start by defining your target with precision. Most reps and sales managers don’t take this seriously enough and aren’t scientific in their approach to identifying the “perfect customer”. My recommendation is to spend the first phase of your sales 30 60 90 Day Plan on defining your highest value target customers.

Show the Model

The difference between average sales professionals and exceptional ones is often the model they use to attack a territory or quota. Many people take a “best effort” approach. They rely on salesmanship and intuition to hit a number. While that may work some of the time, it’s not a strategy that is going to set you apart from others. My recommendation is to spend the second phase of your 30 60 90 Day Plan on dissecting your quota and building a model that shows exactly how you’re going to hit it.

Demonstrate your Approach

This is where you need to combine the art and science of sales. Now that you’ve show you can quantify your target and model your business, you need to demonstrate you the art form of sales. My recommendation is to spend the last phase of your 30 60 90 Day Plan showing the tactics you’re going to use to build pipeline and develop customers. If you do this effectively, your boss or future boss will know you have everything it takes to be an effective sales professional.

The 30 60 90 Day Plan for Managers and Executives

It’s very difficult to be successful as a manager if you haven’t mastered the 30 60 90 Day Plan. In the interview process it will differentiate you from other candidates. And once you have the job it can help you build a reputation as a seasoned, thoughtful executive. When done correctly it will demonstrate that you can think logically about how to build a team and attack a management problem.

The Situational Assessment

All great managers’ start by performing a situational audit or assessment. The 30 60 90 Day Plan is no different. Without this context, you run the risk of being perceived as an activity based, immature manager. My recommendation in the first phase of the plan is to focus on demonstrating how you’ll gain a solid understanding of the business situation and competencies of your team.

The Strategic Initiatives Plan

Now that you’ve completed a situational assessment, you need showcase your ability to build a focused plan that addresses top tier initiatives. One thing that distinguishes average managers and great managers is the ability to focus on the most important issues only. My recommendation is to spend the second part of your plan describing how you’ll build a plan that addresses the most prominent opportunities and gaps.

The Management Dashboard

The last thing you must focus on in your 30 60 90 Day Plan as a manager or executive is the management and measurement framework. There is no point in describing a strategic initiatives plan if you aren’t able to measure it. My recommendation is to focus the final phase of your 30 60 90 Day Plan on providing a KPI dashboard or performance scorecard to measure the success of your strategic initiatives.

My ready-to-use 30 60 90 Day Plan Template designed for managers and executives has all of this built already with tons of extra content from my generic plan template. You can download it here.

I hope my templates are helpful for you. And if you don’t feel like grabbing one, I hope these tips will make it a bit easier next time you need to build a 30 60 90 Day Plan.

Tips to Create an Impressive 30/60/90 Plan

1. Get clarification:

Before undertaking the process of developing the plan, ask the employer if they can answer questions about the exercise. You’re bound to have questions about the assignment. Taking the initiative to ask detailed questions. Digging deeper will show you have the drive to succeed and do things thoroughly.

2. Break your plan into tasks:

There is a lot to take on with any new job. Breaking out your plan into 30-day sections allows you to show growth and progression in the role.

3. Customize the plan:

It’s extremely important to customize your plan to the potential employer. Based on what you know and the information you can find online, create the plan to the best of your knowledge.

4. The first month:

The first month should be about learning the ropes, meeting new people and understanding the work environment.

5. Month two:

This is about developing ideas, creating plans, pitching ideas and putting what you have learned about the company into action.

6. Month three:

This is about execution. You’ll start implementing the plans you’ve created and start tracking results.

Overall, it is about creating a focused, realistic, and actionable plan. This will help you get integrated into the company culture and your new role.

Tips for Creating an Effective 30-60-90 Day Plan

  • The Plan has to be customized and targeted to a specific employer – a generic plan defeats the purpose of the exercise.
  • Conduct thorough research to identify the top three strategic initiatives of the organization. Look for clues to alert you as to what issues are keeping managers up at night. Places to conduct your research for your 30-60-90 Day Plan include: The corporate website, Google, Twitter, the company’s page on LinkedIn, and the profiles of people who work for the organization, LinkedIn groups where they hangout, and industry groups.
  • It should be one to four pages in length, with as little or as much detail as you are comfortable sharing about what you will do during the first 90 days on the job for which you are applying. The examples below are possible activities during each time period. Use the information you uncovered during your company research to customize your Plan for the company, and make sure that you address the three most important strategic initiatives you identified.
    • Introduction: An overview of what you would like to accomplish the first three months on the job.
    • 30-Day Plan/First 30 days on the job: During the first 30 days on the job, time is spent attending training, meeting team members, learning the organization’s systems and its products and services, reviewing procedures and client accounts.
    • 60-Day Plan/First 60 days on the job: Studying best practices in the industry, setting goals for the next 30 days, meeting with supervisor to gather feedback, building relationships with your colleagues, identifying potential mentors, reviewing the efficiency of company processes and procedures, visiting other department, and continuing to attend training.
    • 90-Day Plan/First 90 days on the job: Obtaining feedback on new processes and procedures, implementing new strategies and procedures, and addressing the three strategic initiatives.
  • It will take a while to create your 30-60-90 Day Plan so don’t start preparing it the night before your interview. Make your plan as visually attractive as possible and use it to close in your interview.

Your plan is a conversation tool, so when the hiring manager asks the first question that your plan addresses, that’s the perfect opportunity to discuss your 30-60-90 Day Plan with the hiring manager. By going through the process of creating a 30-60-90 Day Plan, you unearth detailed information about the company, which enables you to appear knowledgeable and confident in the interview.

30-60-90 Day Plan Template

30-60-90 Day Plan Template

30 Days

Primer:

Many new hires are eager to impress, so they dive head-first into their work or try to make suggestions about their team’s process with limited experience in how their new team operates. But have patience.

Understanding your company’s vision and your team’s existing strategy is crucial for producing high-quality work and actually making an impact. If you don’t know the purpose behind your role or the optimal way to perform, you’ll risk missing the mark and your early efforts won’t pay off the way you expect them to.

It’s always better to over-prepare than under-prepare. And it’s okay to take time to learn the ropes — it pays huge dividends in the long run. In the first 30 days of your employment, your priority is to be a sponge and soak in as much information as possible. Once you do that, you can then try to improve more specific parts of your team’s work style.

Theme: Be a Sponge

Learning Goals:

  • Study my company’s mission, vision, and overarching strategy.
  • Read my company’s culture code to learn more about our company culture and why we implement it.
  • Read the customer persona and target audience overview to truly understand who our customers are, their pain points, and how our product and content can help them.
  • Meet with my team’s director to learn about how meeting our goals will help our business grow.
  • Read up on our team’s new SEO strategy, editorial process, and traffic goals.
  • Learn how to use the SEO Insights Report to plan and structure blog posts.
  • Review my team’s pillar-cluster model overview and understand how to match posts to clusters.
  • Meet with my manager to learn more about her expectations.

Performance Goals:

  • Complete new hire training and pass the test with a 90% or higher.
  • Be able to write 3 blog posts per week.

Initiative Goals:

  • Run the Facebook Instant Article experiment that my manager recommended me to do.

Personal Goals:

  • Grab coffee with everyone on my team, so I can get to know them on a professional and personal level.

60 Days

Primer:

By the end of your first 60 days, you should ramp up your workload, start overachieving, and make a name for yourself on your team. To do this, start speaking up more at meetings. Don’t be afraid to share your ideas about improving your team’s processes. This shows you’re quickly conquering the learning curve and recognizing some flaws that your colleagues might’ve overlooked. You still have a fresh perspective on the company, so your insight is invaluable.

Theme: Be a Contributor

Learning Goals:

  • Learn how to optimize a new post from scratch based on both the SEO Insights Report and my own competitive research.
  • Read every other marketing team’s wiki page to learn about other marketing initiatives and how our entire department works together to grow our business.
  • Deep dive into my company’s product roadmap and strategy to fully grasp our mission and vision.

Performance Goals:

  • Be able to write 5 blog posts per week.
  • Be down to one cycle of edits per post.
  • Understand how to edit a guest post — clean up at least one rough draft.

Initiative Goals:

  • Share content strategy idea at my team’s monthly meeting and ask if I can spearhead the project to boost blog traffic.
  • Ask my manager if I can oversee Facebook messenger and Slack distribution strategy.

Personal Goals:

  • Meet with my colleagues on other teams to learn about their marketing initiatives and develop relationships outside of my team.

90 Days

Primer:

By the end of your first three months, you should have a firm grasp of your role, feel confident about your abilities, and be on the cusp of making a breakthrough contribution to your team. Instead of reacting to problems that pop up at random, be proactive and spearhead a new initiative for your team.

You should also be cognizant of how you can collaborate with other teams to improve your own team’s processes. By taking on some new projects outside of your main role, you’ll start turning some heads and catch the attention of the department at large.

Theme: Be a Leader

Learning Goals:

  • Do an analysis of my highest and lowest performing blog post up to date. How can I use this information to optimize new content so it performs better out of the gate?

Performance Goals:

  • Be comfortable with writing five blog posts per week
  • Edit one guest post per week
  • Try to have 75% of my blog posts not require revisions.
  • Write at least one new post that generates over 10,000 views in one month.

Initiative Goals:

  • Ask SEO team if they want to partner with product marketing team to brainstorm content topics related to our product road map.
  • Ask social media team if they’re willing to develop a relationship where we can share each other’s content.
  • Ask sales team what our customers’ pain points are, so we can write content that our target audience craves and help them close more qualified leads.

Personal Goals:

  • Join the yoga club.

Learning the nuances of your new role in less than three months won’t be easy. But crafting a strong 30-60-90 day plan is your best bet for accelerating your development and adapting to your new work environment as quickly as possible. 

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