You will bring the course together into a 90-day plan you share with your manager.
Over this course, you have built a set of pieces: a charter, a one-on-one rhythm and documents, a delegation plan, goals and expectations, growth plans, perhaps a hiring kit. Each one works on its own, and this project brings them together into a single 90-day plan you agree with your manager, so that the next three months of your management are written down, shared and reviewable.
Allow about an hour to draft the plan, then a meeting with your manager to agree it. The final project for the course asks you to run it for at least four weeks and write a short review of what changed.
Write a 90-day management plan for your team that covers who the team is for and what it will achieve, how you will run the team week to week, how you will develop each person, and how you will improve one thing about how the team works. Agree it with your manager, set a review date at 90 days, and put that review in both calendars.
If you don't manage anyone yet, write it for the team you expect to lead, and agree it with a mentor or your current manager as a practice run.
Step 1 is to update your charter. Start from the charter you wrote in lesson 1.4, Write your first-90-days manager charter. Reread it with what you've learned since. Is the purpose still right? Are the three outcomes still the right three, especially after lesson 8.2, Learn what your manager actually needs, showed you what your manager is judged on? Is your target time split realistic now that you know how long one-on-ones and delegation really take? Update it.
Step 2 is to add how you'll run the team. Write down your one-on-one rhythm for each person, from module 2, and link their shared documents. Attach the delegation plan from lesson 3.4, Build your delegation plan, updated with what has already been handed over and what's next. Add the team's working expectations from lesson 4.2, Write down the expectations you assumed were obvious.
Step 3 is to add how you'll develop each person. For each team member, link their goals and expectations sheet from lesson 4.4 and their growth plan from lesson 6.4, or note when you will write the ones still missing. Include what you learned in lesson 6.1 about what each person wants more of.
Step 4 is to add a hire or onboarding plan if relevant. If you have a role to fill or a new joiner arriving in the next 90 days, attach the hiring kit and 30-day onboarding plan from lesson 7.4, Build a hiring scorecard and onboarding plan.
Step 5 is to choose one improvement to how the team works. Pick one process problem from the purpose, people or process sort in lesson 1.3, Find the real problem: purpose, people or process, and plan a fix. Name the problem, the change, who owns it, and how you'll know it worked.
Step 6 is to agree it with your manager. Send the plan ahead, and ask for thirty minutes to go through it. Use what you learned in lesson 8.3, Bring problems with options: if the plan needs anything from your manager, such as a decision, resources or air cover, say so explicitly, and record any changes they ask for.
Step 7 is to book the review. Put a 90-day review meeting in both calendars before you leave the room.
Wei Ling's plan ran to two pages. Her updated charter kept the purpose sentence but replaced one outcome with "Changi and Lim Logistics renewals supported with on-time, error-free reporting through the renewal period", after learning what Daniel was measured on. Her time split moved from a target of 16 hours hands-on to 14, because Aziz had taken on more than expected.
Her running-the-team section listed weekly 30-minute one-on-ones with all six people, the delegation plan with three tasks handed over and two more planned, and the five team expectations as agreed with the team. Her people section linked goals sheets for all six and growth plans for three, with dates for the other three. Her improvement was the conflicting escalation instructions Aziz had spotted in his first month: one written escalation process, owned by Arjun, agreed by the team within four weeks, measured by no escalation missing a named owner for a whole month.
Daniel asked for one change, a monthly line in her update on renewal risk, and booked the 90-day review for the first week of the new quarter.
A finished plan has an updated charter with a purpose, three outcomes and a realistic time split. It sets out your one-on-one rhythm, delegation plan and team expectations, and it links goals and growth plans for each person, or dates for writing them. It names one specific improvement with an owner and a measure, plus a hiring or onboarding plan if one applies. Your manager has read and agreed it, their changes are recorded, and the 90-day review is in both calendars.
It doesn't need to be polished. It needs to be something you will actually open every week. Gather your pieces from the earlier modules and start with the charter.
Complete the 90-day plan, review it with your manager, and book the 90-day review in both calendars.
Junxiong-WFG Organisation is an authorised representative of AIA Financial Advisers Private Limited (Reg. No. 201715016G).