Congratulations! You’ve been promoted to a manager, supervisor, etc. Now what?
How do you start to lead your new team, function or department as a new manager? You need to set the tone with your team, and that begins by introducing yourself and establishing yourself as a leader. Meet with your team, both as a group and individually, to explain the following:
- Who you are as a manager.
- How you operate.
- Your communication style.
- Management & leadership style.
Defining Expectations
Next, its best to explain your expectations of them in the following areas: performance, productivity, quality, and attitude. You’ll need to provide just enough guidance and direction to let your people know how excelling in these areas can give them access to increased responsibility and opportunities for development (and more trust, and less frequent 1 on 1s). The last part is vital. No one likes like micro-management. For both engagement and development, let your team know that mastery is the key to autonomy for them. Alert your employees that the high expectations you have, if met consistently, will result in gradually backing off, letting them tackle their work, in their way. If the employees’ performance slips in any way, you may need to tighten the reins for awhile until expectations are met again.
As you power through a period of establishing and re-establishing expectations with the team, you will naturally get to a point where some decisions are evident with your people. After some time, you may need to most likely need to fire someone. Another person, you will have to fight tooth and nail not to lose and save, most likely promoting them. You’ll inevitably realize it would be wise to shift around specific tasks and responsibilities from one person to another. Sometimes you will need to stop functions because they will have lost their value. You will undoubtedly realize you need to meet with one employee every day, but others less frequently, perhaps only bi-weekly.
New Manager 30 Day Plan
After being promoted as a new manager of a team, consider your initial time with the team is an evaluation period. Think of this as a 30-day plan. During this time, you will be asking yourself a lot of the following questions about your people, such as who:
- Needs to be managed more closely vs. who needs more responsibility and autonomy?
- Do they need help to navigate the complex, ever-changing workplace?
- Requires more coaching?
- Has a great attitude, and who needs an attitude adjustment?
- Is likely to improve, and who is not?
- Should be developed vs. who should be fired?
- Are the superstars on the team? Who is dead weight on the team?
- Requires rewards and motivation? Who deserves them?
Importance of 1 on 1s
Most importantly, in these 1 on 1s, you must ask what your team expects of you. How do they want to be led? What’s their preferred style of leadership? Go to each initial 1 on 1 with a clear agenda, asking this open-ended question: If you were in my shoes right now, what are the things you should want to know? Ask them to tell you more about that.
The reality is, most people will be put off by some of these questions, unsure of how to respond. That’s OK. Give your team the time to think about what they need as change can be difficult for some. Others relish the opportunity when they have the attention of a new leader. Listen to what they have to say, and more importantly, what they don’t. You’re going to need to provide everyone on your team with something different and unique to them, depending on everyone’s situation. Buckle up, because the relationship you have with your direct reports will play a huge role in keeping you calibrated as a leader.
You can’t make a second first impression after being promoted. Make sure you kick off leading your team effectively. Don’t stumble out of the gate. Remember your mission. If you need help or advice with setting the tone for the next 30 days, let’s talk. We’re happy to help you navigate the waters successfully.
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New to leading a team? Download this infographic to ensure you have a plan that works to be successful.
