Sometime in the first 30 to 60 days, you’ll want to meet individually with employees to recalibrate their job expectations. Again, you’ll keep an open mind about individuals until you have your own experiences with them, and understanding history does not conflict with maintaining an open mind. Get a sense of their history and what feedback they’ve been receiving on their job performance. You’re in the relationship-building phase right now and first impressions are important.Įither before or after the one-on-one meetings, look through the personnel files of your direct reports. If you tell an employee that you will get back to him/her on something, or take an action item, be sure to do it. Take some notes of what your employee says to refer back to as needed. What support do you want from me as your manager?.Any ideas or suggestions on improvements for the team?.What do you see as the team’s challenges?.Tell me about the projects you are currently working on?.How long have you worked at the university and with this team?.Let them know you are interested in getting to know them and that you have some questions you’d like to ask. Tips for employee one-on-one meetingsĪlthough you have probably already had a quick introduction with the employee, open the one-on-one by telling them briefly about your background, your management style and philosophy. Even though you are new and may not be familiar with projects or specifics, this time will be well spent. This is a vitally important step in taking over an existing team as it begins the process of you and the employee establishing a personal relationship which is the basis for building trust and credibility. Make sure they know that you are available to them from the first day.Īs soon as possible, schedule a one-on-one with each of your direct reports. Even if you have other priority issues, find the time to introduce yourself and let them know what to expect. How does your team interact with other functions in the organization?.How does your team interact with each other?.What does your manager see as working well and not working well for your team?.In order for you to lead your team effectively, you have to understand your manager’s goals and how your team supports them. Understand your manager’s expectations for your team This will be helpful when it comes time for you to write an annual performance appraisal. Anything “official” regarding the employee should be contained in the employee personnel file, which is probably housed by the department HR or administrative staff.Īsk the departing manager, or have your manager ask the departing manager, to provide you with an appraisal of each employee’s work against expectations for the year. If the departing manager offers to provide you with his or her personal notes on individuals, decline them as they are not your notes and observations, though you can certainly take your own notes of the discussion you have with the departing manager. You can do this by establishing relationships with the employees. While this information is valuable, you should also commit to forming your own perceptions and opinions about the employees who report to you as well as the employees who you will work alongside. This manager’s input is information for you to consider and to validate over time.
Strengths and weaknesses of the team as a whole?.If possible, get the existing manager’s perspectives: Talk with the manager who is leaving the team Ultimately, your number one job now is to help others accomplish the responsibilities of their position in an outstanding manner. How you balance competing needs in the honeymoon phase of managing a team will be influenced by your leadership style, your manager’s expectations and your portfolio’s organizational culture.
FIRST TIME MANAGER ADVICE PROFESSIONAL
You will walk the line between demonstrating professional competence and recognizing that the team members hold important information that you will need. While it is exciting to be the “boss,” successful transition into this role requires forethought and prioritizing relationship-building. Taking over the management of an existing team Understand your manager’s expectations for your team.Talk with the manager who is leaving the team.Taking over the management of an existing team.The following are suggestions to help make your transition smoother. In this communication, the term “managers” refers to anyone at the university (regardless of title) who has staff reporting to them.
Both experienced and novice managers’ face hurdles when inheriting a new team of employees whether they are internal or external to the institution or department.
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