| Before you do anything, have the likely | | | | Always match your approach to the actual |
| expectations of your people in mind. They will | | | | circumstances and be realistic about the situation |
| tend to define a good manager as one who:o Is | | | | you are in |
| positive and enthusiastico Has vision (sees the | | | | First Things First: |
| longer /broader viewo Achieves their own goalso | | | | Day one as a manager: a great deal to consider if |
| Is well organisedo Making good - objective - | | | | you are moving into a new situation. You should:o |
| decisionso Delegate appropriatelyo Provides good | | | | See your new manager early on: confirm your |
| - honest - feedbacko Is fair and has no | | | | role and priorities and set up communications |
| favouriteso Is open-minded and curiouso Listens | | | | procedure between you both, especially to make |
| (and is available to listen)o Knows and takes an | | | | clear how you check things during the first few |
| interest in staffo Encourages/supports staff | | | | days.o Arrange introductions to other key people: |
| developmento Communicates wello Shows | | | | if your work involves contacts with others |
| confidence and gives credito Keeps people | | | | (another department, people on the same time |
| informedo Acknowledges own mistakes | | | | level as you, etc), make sure you know them and |
| weaknesseso Shares experience | | | | begin to cultivate a relationship from the word |
| Similarly, people will have firm views on the type | | | | go.o Meet your own staff: (more of this anon). |
| of manager they do not want. Those, for | | | | Once again, remember that you only get one |
| example, who:o Put themselves before their | | | | chance to make a good first impression - |
| peopleo Fail to set clear objectives/prioritieso | | | | especially in a new environment. This may be a |
| Don't appear to care about the team (a loner)o | | | | cliché, but it's true. So, consider the details |
| Are secretive (or late informing)o Procrastinateo | | | | and get them right. For example:o Be sure to |
| Are unapproachableo Are not honest, open and | | | | arrive on time (or a touch early)o Look the part |
| fairo Fail to consider people's feelingso Let their | | | | (think about what you wear) |
| personal workload prevent team maintenance | | | | Meet The People: |
| This list and the preceding one could easily be | | | | Make a point of speaking to everyone on day |
| extended and will be influenced by factors that | | | | one. If this is not possible (for example, someone |
| are especially important in your job, organisation | | | | may be away) set a time for an initial word. This |
| or function. | | | | can be informal (just a word at their desk) or in |
| Make it your business to discover what is most | | | | your office or meeting room. It needs to do |
| important to your people. | | | | various things.o Act as a personal introductiono |
| New Post - New Employer? | | | | Clarify, briefly, how you see their role (or how the |
| Throughout your planning and progress you need | | | | other person sees it)o Dispel any immediate fears |
| to tailor your approach depending on whether you | | | | the team member may haveo Answer any |
| are moving positions within your current company | | | | immediate questions (or say when they can and |
| or moving to a new one.o Existing employer. | | | | will be answered)o Begin to show you as the kind |
| Keep in mind that people know you. Your position | | | | of manager you want to be |
| relative to others will - must - change. You have | | | | Ask questions and canvas opinion from the team |
| to create a suitable distance between you and | | | | about how things are going, what might need |
| others, and not allow existing relationships (and | | | | change, challenges for the future, etc |
| friendships) to dictate the way things work. At | | | | And Finally: |
| the same time you are (still) part of the team, | | | | Keep these exchanges positive. Do not be afraid |
| and how this manifests itself needs consideration. | | | | to put things on ice for the moment but be |
| Beware of being arrogant. Do not throw the baby | | | | specific - "I can't answer that now; give me a day |
| out of with the bath water - old alliances can | | | | or two and I will say something about that when |
| help.o New employer. The learning curve you face | | | | the whole team gets together". |
| is inevitably much steeper. Beware of acting (or | | | | Keep notes - and keep promises made during |
| even of giving a view) before you have sufficient | | | | such conversations. |
| facts. | | | | Copyright © 2007 Jonathan Farrington. |