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How did you present your self to your new team on your first day as a manager?

tips for a new bossHi all, I would like you to share your experiences on your first day on work when you becomed manager. How did you present yourself to your new team? What was your opening phrase and what did you tell them about you or about your next leadership role?

Answers

Topic Expert
Christie Jahn
Title: CFO
Company: Prime Investments & Development
(CFO, Prime Investments & Development) |

This is such a great question. I went to work for a school district one time and upon arriving to pick up my paperwork I was greeted by an employee who talked way to much for not knowing me and knowing I was about to be her boss. I smiled and listened. While I found it inappropriate, before starting it did help me prep myself as I started this new job.

I called a meeting and brought everyone in the office and said I wanted to introduce myself and to assure them I was not coming in to make a bunch of changes and cause stress in the office. I was hoping to learn from them and gain understanding of the current processes in place and that we would work together to make any changes that I think could help streamline processes and improve the work environment, but only after I had ample time to learn my job and what each one of them contributed to the team.

Honestly, from that point forward I had their complete buy in and cooperation.

Sarah Jackson
Title: Associate Editor
Company: Proformative
(Associate Editor, Proformative) |

I think it would at least in part depend on the requirements of the position.

Take a look at Proformative's

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https://www.proformative.com/career-insights

It analyzes and benchmarks your skills to your specific job title or the job title you aspire to.

It's great for making your case in performance reviews or promotion or increased compensation, finding new career paths, finding skills gaps to fill in, etc.

Enjoy!

Best... Sarah

Edward Thill
Title: VP - Finance & Operations
Company: Performance Trust
(VP - Finance & Operations, Performance Trust) |

I think Christie nailed it. Change is scary so first address those fears in telling them that you are there to learn first, not make changes, and those changes that do occur would be in collaboration with the team -- not that they would have veto power but they will have a respected voice. Let them know you a little at a personal level to bring some humanity to the situation -- what are your core values, management style, expectations? How can they best approach you (I've always found "my door is always open" to be cliché so give specifics such as I will keep certain hours meeting-free in order to be available to the staff.)

On the other hand, if you are being brought in to make changes, be open about your intent and reasons, as well as your timing. Act swiftly and definitively as much as possible so that people can understand the new reality and start figuring out their place in that world. Bring calm to the seas as quickly as possible.

Above all things in these discussions is to be real! I had a previous boss who did all the right things that first week to bring calm to the troops but by week two had been shown to be a fraud in much of what he said. He lasted about 6 months before senior management realized the environment of mistrust that he created had rendered him powerless to lead an otherwise progressive organization.

Joe Call
Title: CFO
Company: Herrick Industrial Supply
(CFO, Herrick Industrial Supply) |

My management method has always been people focused. On the first day of my new assignment, I call all my direct reports into the conference room and emphasize that we will be spending more time together than with family, other relationships, hobbies, anything they do outside of work, therefore, it is important that we get to know each other. Then I briefly share my history and a few personal items that are important to me and ask each of them to do the same.

This approach brings my group together, improves their relationships and accentuates that I have their back, and they have mine.

Anonymous
(Owner / Interpreter ) |

Thanks for the shared experinces; I definetely will take your coments into conceideraton and find it very helpfull.

Ted Boggs
Title: Operational Excellence
Company: Syniverse
(Operational Excellence, Syniverse) |

I walked around to all 21 people in my organization and met them personally for about 5 min. Introduced myself, and let them tell me something about them. That went a long way with gaining their trust and respect. I could have waited for the conference room, but wanted to make it personal.

If was any larger of an organization I would have started with a conference room and then spent the one on one time spread out over a week or two.

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