The first 90 days should produce understanding before transformation. In month one, map stakeholders, recurring deadlines, approval routes, channels, risks and existing research. Meet frontline colleagues as well as executives. Audit what the organisation says and compare it with what audiences experience.
In month two, agree priorities. Fix a small number of operational problems that damage trust—unclear ownership, outdated contact lists, inconsistent responses or reports no one uses. Set a regular issues meeting and clarify who can approve urgent communication.
In month three, propose a focused plan with outcomes, owners, resources and measures. Show what will stop as well as what will start. Build relationships with finance, legal, HR, customer service and operations; communications cannot manage reputation alone.
Keep a decision log and share progress visibly. Resist the pressure to launch a new channel before understanding the audience and workload. A strong first quarter leaves the team with clearer priorities and better systems, not simply more output.
Editorial note: Career guide; tailor milestones to organisation size and sector.
Your first 90 days as a communications manager
