3 things every new manager should do during their first 30 days on the job
Management. It’s a new height in your career and one which many, nay the majority of us aspire to. So, if you’ve recently made it to that level – congratulations!
Making the jump from a general team member or even team leadership role is a big step and great achievement. It’s likely that you’ve found yourself here by way of one of a few different scenarios:
You’ve been promoted and are now managing those you worked alongside previously
You’ve been promoted and given the responsibility of hiring your own team from scratch
You’ve been hired externally and brought in to build a new team
You’ve been hired externally and brought in to manage an existing team
Each situation poses its own challenges, its own obstacles to overcome, but more than anything, its own opportunities. Here are 3 important things you as a new manager should consider doing as you ease into your new role:
And from every angle. As a new manager with a team already in place, it’s important to understand what each individual is expecting from you as a manager – and to make clear what you’re looking for from them. Take some time to sit down with your team and answer some key questions such as what the overall goal is, what they feel is achievable and realistic, where they require your help and support the most. One of the most common causes of discord between a new manager inheriting an in-situ team comes down to a discrepancy in expectations so, over the first 30 days of your new role, take the time to set expectations and hold yourself, and your team, accountable to them.
Equally, in terms of your own responsibilities, clarifying the expectations from those sitting above you is crucial. If there’s no team in place yet and it’s your responsibility to build one, ensure you’re on the same page with regards to hiring – profile, timeline and budget.
2.Be both visible and available
It goes without saying that in your new role as a manager, you should be hands-on from the off. Whether that means proving your tenacity to the powers-that-be above and creating an energetic persona as you go about hiring your soon-to-be team, or spending real quality time on the floor with the current one, being seen ‘in the trenches’ so to speak will ensure your success in the initial stages.
Being available and being visible as a manager go hand in hand; when employees become used to you being around, they’ll know they’re able to approach you for support, expertise and resources. Prove your accountability and presence in that first month, and you’ll be off to a flying start.
3.Ask for feedback
We’re not just talking about, “How am I doing?” here. If the team is already in place, understanding how they’re feeling is important – what’s changed since you became their manager? What hasn’t? What could be done differently, or improved upon?
Whilst it doesn’t hurt to have the odd catch up and understand how they feel about you as a manager directly, it’s also pertinent to make your team feel involved. Consult with them on strategy, operations, goal setting. Are you all on the same page in terms of the vision?
Asking for feedback and consulting regularly with your team will help you all connect and build strong relationships, employee-employee as well as employee-manager; it’ll also help mitigate any problems before they arise or grow out of proportion. Asking for feedback lets your employees know you have their interests at the heart of everything you do – which will garner trust and respect, from both sides.
Management can be challenging, but as business leaders I’m sure we can all agree that there’s little else so rewarding as seeing the team you work alongside thrive.
Our teams are experts in building yours – and we have a tip or two about strong management and leadership skills, as a business improvement and growth strategy, too. If you’re a manager whose team has capacity to grow, we’d love to hear more about your vision.
Get in touch with Certus Recruitment Group today.