beginning as a new manager
Have you just landed your first manager role? Or are you stepping into a management position at a new company? What do you do first?
Beginnings are hard and uncertainty can be challenging. Assuming a new role with leadership responsibilities can feel intimidating. So, how should you approach your first days, and what strategies should you implement during the initial 90 days? The below are some effective strategies that I have used in the past. I’ve also included a simple plan that any new manager can follow in their first 90 days.
1. Set the stage
For most new managers, the temptation to make a grand entrance can be very strong. It’s natural to want to familiarize yourself with your new team members, uncovering their strengths, identifying their opportunities for growth and addressing the challenges they face in their roles. You may also want to identify and fix any problems in your team/department.
Resist the urge to jump in headfirst and, instead, focus on building a foundation. Craft a plan for your first 90 days that has a set of achievable goals that will give you a strong start in your leadership journey.
2. Embrace new hire training
If you are starting this role at a different company, I strongly recommend completing the standard new hire training that your new direct reports have undergone. This will help you get a more in-depth understanding the company’s culture, products & services, as well as processes & procedures. If possible, dedicate time to perform the tasks your direct reports handle. For example, if you’re starting as a support manager in a new organization, spend time answering to customer’s e-mails, chats or phones (I recommend doing this from time to time even if you are a seasoned manager). In my own experience, this is an excellent way to identify customer pain points and to uncover opportunities for improvement in tools, processes, and systems. Participating in a new hire training will also demonstrate to your direct reports that you are committed to being an effective leader and to guiding them to success.
3. Build connections - understand your team & engage with stakeholders
Once you are familiar with your new organization’s culture, products & services, it’s time to take a closer look at your team - identify their strengths, goals, areas for improvement, pain points, and what drives their engagements. In my experience, a combination of qualitative & quantitative methods work best for capturing the voice of the employee: one-on-one meetings, focus group, as well as surveys (allow responders to remain anonymous should they choose).
It’s important to be transparent in your communication in order to encourage your reports to be honest, especially as some might be hesitant to voice their concerns for fear of retribution. Don’t be afraid to ask about the expectations your new team members have from you, as their manager.
Give your team some time to provide the information you need. Once collected, categorize your findings, determine actions, and present them to the rest of the team, along with your action plan. Be honest, realistic - don’t overpromise and underdeliver, and open to feedback.
Get into the habit of reflecting and evaluating your actions and your growth as a leader. Incorporate lessons learned into future action plans and objectives.
Now it is also a good time to start networking with relevant stakeholders within the organization. You have already identified the shared beliefs and values that influence how people behave and act in your organization, you are getting more and more familiar with the products & services, and you’re noticing customer pain points and opportunities. Building relationships with key players will improve collaboration but also provide insight into the broader organizational context. As a new manager, engaging with these stakeholders will strengthen your position and help you deliver better results not just for your team, but for the company too.
Sample 90-day plan
Month 1 - Observation & Understanding
Complete new hire training to understand company culture, products & services.
Familiarize yourself with the tools, processes and systems used by your team.
Meet your direct reports
Understand your team's roles & responsibilities
Introduce yourself to key stakeholders
Participate in team tasks to gain fi rsthand experience.
Identify current team objectives & projects.
Identify current performance metrics
Conduct one-on-one meetings with your team members focusing on understanding understanding their strengths, areas for improvement, and concerns
Gather & analyze data on team performance & engagement (surveys, existing reports etc.)
Develop a plan for action based on your findings, share the plan with the team & solicit feedback.
Begin networking with relevant stakeholders in the company.
Establish regular meeting schedules for team meetings and one-on-ones
Month 2 - Implementation & Support
Begin executing the items from the action plan.
Hold regular meetings to review the progress on the action plan & solicit further feedback.
Monitor progress on team objectives & projects
Develop and implement a plan for employee development and growth.
Seek feedback from team members and relevant stakeholders on your leadership approach.
Refine and finalize long-term goals and objectives for your team. Communicate them to the team and relevant stakeholders.
Month 3 - Evaluation & Growth
Assess progress of the action plan and the long term goals
Review team performance metrics, identify trends.
Continue networking with stakeholders and fi nding opportunities for collaboration.
Hold a team meeting to discuss successes, challenges, lessons learned and next steps.
Focus on cementing a culture of open, honest communication and continuous improvement