30-60-90 DAY PLAN
Earn trust.
Understand the business.
Then launch.
Learn quickly, earn trust, and build consensus. Then put the right leaders, roles, and operating rhythm in place to launch a cohesive national growth organization.
UNDERSTAND THE PROBLEMS. EARN THE RIGHT TO CHANGE THEM.
Learn fast.
Build trust. Plant seeds.
The need for change is clear. The right fixes will take more than an outside diagnosis. I would get into the conversations where decisions are made and work gets done, learn as much as I can as quickly as possible, and understand why the current structure operates the way it does before changing it.
- Spend time with leadership, regional teams, recruiters, agents, team leaders, and brokers. Ask direct questions, observe the work, and connect what people say with what the data shows.
- Build trust by listening closely, following through, and recognizing what already works. Understand where regional independence adds value and where it creates friction.
- Plant seeds of change through those conversations: shared goals, clearer accountability, national coordination, and equal attention to recruiting and retention. Give people a role in shaping the direction.
- Build relationships with key producers while assessing the team’s capability, attitude, and willingness to adapt. Reconnect with my network to develop a future talent bench.
Outcome: A clear view of what needs fixing, trust with the people who will make it happen, and the beginnings of shared commitment to change.
NEMAWASHI: LAY THE GROUNDWORK FOR CHANGE
Find the champions.
Build the conviction.
Nemawashi (根回し) is an informal Japanese business practice of laying the groundwork, gathering feedback, and building consensus before making a formal proposal or announcement. This would be my philosophy: involve people early, pressure-test the direction together, and build support before asking the organization to change.
- Find my “champions of change”: credible leaders and team members who see the opportunity, are willing to adapt, and can help bring others along across regions.
- Start gaining buy-in around the growth vision and proposed changes through direct conversations. Listen to objections, incorporate useful feedback, and connect the national strategy to each team’s priorities.
- Assess capability, results, coachability, and attitude. Identify who can lead the next chapter, who needs development, and where the organization needs new talent.
- Reach out to my network of prospecting, recruiting, and strategic sales talent. Begin conversations about the vision and build a bench of people who could strengthen the team as the structure takes shape.
- Align leadership and key stakeholders on recruiting quality, retention, shared standards, and the changes with the greatest impact on net agent growth.
Outcome: Champions of change across the business, meaningful buy-in for the growth vision, and a developing talent bench to support it.
LAUNCH THE NATIONAL GROWTH ORGANIZATION
Put the team in place.
Launch. Execute.
By this stage, the groundwork and alignment should translate into action. I would roll out the structure, put the right leaders in the right seats, and establish the goals and operating rhythm that turn a national growth vision into daily execution.
- Install the right leadership. Elevate proven internal leaders and bring in talent from my network to fill the gaps. Give each leader clear ownership, expectations, and accountability.
- Make the personnel decisions. Retain and develop people who can deliver and are committed to the direction. Transition out those unwilling to buy in or unable to meet the expectations of their role.
- Define and launch the roles. Set responsibilities, targets, handoffs, coaching expectations, and advancement criteria for prospecting, agent recruiting, and strategic recruiting.
- Activate the regional pods. Pair prospecting and recruiting talent with strategic leaders in each market, supported by national managers for each role. Make collaboration and ownership explicit.
- Start the operating cadence. Launch weekly pipeline reviews, coaching, and pod meetings; monthly performance and recruiting-retention reviews; and quarterly goal setting, talent reviews, and strategy adjustments.
- Set the goals and measure execution. Cascade national goals into role, pod, and individual targets. Use shared scorecards to track recruiting quality, retention, net agent growth, and progress against commitments.
Outcome: A launched national growth organization with accountable leaders, defined roles, active pods, clear goals, and a consistent cadence of execution.