Raise the Standard | Tool 6
The 90 Day Action Planner
One move on Monday, then ninety days of structure behind it. Everything you found in the other tools, turned into a plan with names and dates against it.
Start small, on purpose
A programme is just another way of postponing a decision. This planner starts with one move you can make on Monday without a budget, a committee or anyone's approval and then gives that move ninety days of structure behind it.
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Monday
The one move, this week
If you lead. Take a blank page and write down the three risks most likely to kill someone in your business this year. Beside each one, write the date a senior person last physically confirmed the control was in place and working. If the second column stops you cold, you have found your first piece of work.
| The three risks | Date the control was last verified in the field |
|---|---|
If you practise. Look at where your week actually goes and find the task that produces the most paper and protects the fewest people, then ask what you would be able to see if you spent that time in the field instead.
And what you will do with that time instead.
Who with and the date it is going in the diary.
What you already found
Bring it forward from the other tools
Governance, Assumptions, Practice or Evidence and what told you.
And the design move that rebuilds it.
Direct route, you said we did, signal rules or the rhythm.
The ninety days
Owned. Dated. Reviewed.
Three things per block, no more. Anything that cannot carry a name and a date is not a plan, it is a hope. Keep the first block deliberately small, because momentum in the first thirty days is worth more than ambition in the first ninety.
First 30 days
| What will change | Who owns it | How we will know it worked |
|---|---|---|
Days 31 to 60
| What will change | Who owns it | How we will know it worked |
|---|---|---|
Days 61 to 90
| What will change | Who owns it | How we will know it worked |
|---|---|---|
Holding yourself to it
No one is coming to save you
Your own time and your own money where it makes sense. Leaving your development to someone else's budget is a decision and it is rarely the one you would make deliberately.
No one is coming to save you. The standard you choose is the standard you get. Raise it.
The next step
You have a plan. Most plans die in week three
Not because they were wrong. Because nobody outside the room was ever asked to care about them and nobody was holding the review date.
Knowing where the gap sits and having the room to close it are two different problems. Most people finish a worksheet like this with a clear picture, a full diary and no obvious first move.
That is the conversation worth having. Twenty minutes with the Advanced Safety team, looking at what you have just written down and telling you plainly what to do first, whether it is urgent and whether you need help at all.
Twenty minutes. No pitch and no obligation. Bring your worksheet. Most useful if you carry accountability for health and safety in your organisation.
Book at go.advancedsafety.co.nz/book
Advanced Safety Ltd | advancedsafety.co.nz | From Raise the Standard: Why Good Organisations Go Blind and How Leaders Restore Visibility by Matt Jones. This worksheet is a starting version of an instrument Advanced Safety runs in full. It is general guidance, not legal advice.
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