New managers are faced with a dizzying array of challenges from day one, and the first 90 days are critical. Writing in Fast Company, consultant Adam Bennett offers three elements for a plan of building momentum in that time.

The first element, mindset, entails not wasting the opportunity to improve one's new area of responsibility, He urges new managers to seek to make a material difference by exhibiting the traits of self-reflection (being clear on why they are there and what they want to achieve); curiosity (being open to new ideas and challenges); ambition (setting goals and taking professional risks); urgency (being energetic and not wasting time when theystart); and confronting reality (by being prepared to accept that their assumptions and hypotheses may be wrong).

His second element is employing the mechanics of following a proven and thorough approach to build immediate momentum. New managers should document there plan in order to “force[] deep reflection, logical thinking, and a structured approach,” he writes. Considering all levers of change means doing all that they can to ensure the objectives that they want to achieve. He advised being thorough in reviewing all aspects of the organization and its stakeholders, and consulting widely across the company.

For the third element, Bennett advised new managers to avoid mistakes that “can heavily influence one's likelihood of success.” Such mistakes include pretending that they have all the answers; annoying everyone with blunt messages; and not moving fast enough on their team.

“Your 90-day plan should not be locked in stone, because you need to adapt and adjust based on what you learn,’ he wrote in conclusion. “Entering a new role, with all of its ambiguity, uncertainty and challenge, should be exciting and energizing. Developing a comprehensive plan before entry will provide a solid foundation to focus on the right things and quickly build momentum.”