their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resou

At first glance, this question may seem a little silly. Of course I know what my job is. But in my experience, from both sides of the fence, many of us find out the hard way just what is expected of us. So here’s a blueprint for any new leader that wants to make sure they focus on the right areas.

First of all, refer to your written job description. Read it several times and make sure you understand each area. Make notes for the areas that you need more clarification on. Make additions where you feel it is necessary.

Next, request regular one on one meetings with your manager. So often I hear about managers that never have the time or feel it is necessary to meet. Don’t let your manager determine if this happens. Be proactive and ask for the time.

Once you have a regular time scheduled, sit down with your manager and discuss what she expects from you. Be specific. What information do you need? When do you need it? How often? Hand her a copy of your job description and go over each area to make sure you are both reading it the same way. Clarify what types of situations your manager would like to be updated on, such as staffing changes personnel issues.

During each one on one, make sure that you ask for feedback on your performance. Do not wait for your formal review to find out how she feels. A formal performance review is just that…..a review, not new information that you have never discussed.

And finally, I always suggest that leaders share their list of expectations with their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resour

d make sure you understand each area. Make notes for the areas that you need more clarification on. Make additions where you feel it is necessary.

Next, request regular one on one meetings with your manager. So often I hear about managers that never have the time or feel it is necessary to meet. Don’t let your manager determine if this happens. Be proactive and ask for the time.

Once you have a regular time scheduled, sit down with your manager and discuss what she expects from you. Be specific. What information do you need? When do you need it? How often? Hand her a copy of your job description and go over each area to make sure you are both reading it the same way. Clarify what types of situations your manager would like to be updated on, such as staffing changes personnel issues.

During each one on one, make sure that you ask for feedback on your performance. Do not wait for your formal review to find out how she feels. A formal performance review is just that…..a review, not new information that you have never discussed.

And finally, I always suggest that leaders share their list of expectations with their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resou

time.

Once you have a regular time scheduled, sit down with your manager and discuss what she expects from you. Be specific. What information do you need? When do you need it? How often? Hand her a copy of your job description and go over each area to make sure you are both reading it the same way. Clarify what types of situations your manager would like to be updated on, such as staffing changes personnel issues.

During each one on one, make sure that you ask for feedback on your performance. Do not wait for your formal review to find out how she feels. A formal performance review is just that…..a review, not new information that you have never discussed.

And finally, I always suggest that leaders share their list of expectations with their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resou

uch as staffing changes personnel issues.

During each one on one, make sure that you ask for feedback on your performance. Do not wait for your formal review to find out how she feels. A formal performance review is just that…..a review, not new information that you have never discussed.

And finally, I always suggest that leaders share their list of expectations with their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resou

their team members. Your team produces the results, so why not ensure that they feel a sense of contribution to your success. Make sure that you share any and all of the credit for your performance with your team. That’s feedback that will keep their performance high.

LeadershipMentor.net offers free and low-cost resources for new leaders that will ensure their success in the first few years in their position. More details be found at www.leadershipmentor.net or by email at kreg@endersongroup.com.