As a Manager you must know your team
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On your first few days of being the new manager, you need to be present for your staff.
They will want to see you, they will want to ask you questions and they will be curious to know how you work. They may be nervous, skeptical or happy; a whole range of emotions. You will need to introduce yourself, maybe giving a bit of your background.
When I have started a new role I always get all the staff together, provide them with details of my career to-date, what I expect from them, what they can expect from me, a few things about me – married, kids, hobbies, that sort of thing.
Ensure you have an open question and answer session.
If you cannot answer the question raised, tell them you “don’t know” and will find out the answer. Make sure you do and get back to them. Do not over promise. Do not make promises you know you cannot meet. Promising and then not delivering is a common mistake for new managers.
New managers are keen to please and sometimes they think that by saying what they think the staff want to hear is good. It isn’t. Staff will respect you if you deliver or change what you say you are going to, or say you cannot do something and give the reason why.
Reputation, integrity and reliability is absolutely crucial during your whole career, but even more so during the first few days. Some of your new staff are hoping you fail and will be looking out for any failings on your part. If you forget to get back to them when you said you would, that is easy ammunition for them to start bringing you down.
For your direct reports, see them on a 1:1 basis, privately. Get to know them. When I meet my direct reports for the first time, I always cover:
- Team and individual moral, concerns and issues
- What’s working well and what’s not working so well
- What would they like to change
- Their views on the service, customers and products
- What work is taking place
- What are the expectations of your customers?
- What would they like to see you do in the first few days/months?
Remember, one of your new team members may have applied for the role you are now doing. If you are aware, raise the subject at the 1: 1 and let them know you need them to be part of the team, you need their help and support and you are looking forward to working with them.
Once you have completed these 1:1’s you will have a great view of the team. You then need to start thinking about making your first impression. What are you going to change?. The staff will want to see you take some action. Create a sense of urgency by focusing on a few areas of greatest importance and discuss with your new staff, what exactly you intend to do and get their buy-in.
What ideas do you have for being a new Manager?
I have truly enjoyed all the positive messages. They are a wonderful resource of tools and information that often inspire me to create and develop additional workshops in my own business.
Hi, Andrew Rondeau here. I have over 25 years of hands-on management experience within a diverse range of different industries including retail, manufacturing, finance and IT. I’ve managed teams of up to 1000 individuals, managing numerous $multi-million projects, mergers, acquisitions and company sales.
Managers engage with employees to pursuit of joint goals of an organization as leaders give a specific action in a relationship of a mutual stimulation and elevation that raises the level of employee conduct. They must transform a mechanism that promotes a two way communication and the exchange of information and ideas. They must also establish and make a commitment with fellow employees on an ongoing basis that leaders play the major role in maintaining and nurturing their relationship with employees by giving them their wants, needs and other motivations to create and maintain a healthy organizational culture.