t you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any imm

Before you do anything, have the likely expectations of your people in mind. They will tend to define a good manager as one who:

• Is positive and enthusiastic

• Has vision (sees the longer /broader view

• Achieves their own goals

• Is well organised

• Making good – objective – decisions

• Delegate appropriately

• Provides good – honest – feedback

• Is fair and has no favourites

• Is open-minded and curious

• Listens (and is available to listen)

• Knows and takes an interest in staff

• Encourages/supports staff development

• Communicates well

• Shows confidence and gives credit

• Keeps people informed

• Acknowledges own mistakes/weaknesses

• Shares experience

Similarly, people will have firm views on the type of manager they do not want. Those, for example, who:

• Put themselves before their people

• Fail to set clear objectives/priorities

• Don’t appear to care about the team (a loner)

• Are secretive (or late informing)

• Procrastinate

• Are unapproachable

• Are not honest, open and fair

• Fail to consider people’s feelings

• Let their personal workload prevent team maintenance

This list and the preceding one could easily be extended and will be influenced by factors that are especially important in your job, organisation or function.

Make it your business to discover what is most important to your people.

New Post – New Employer?

Throughout your planning and progress you need to tailor your approach depending on whether you are moving positions within your current company or moving to a new one.

• Existing employer. Keep in mind that people know you. Your position relative to others will – must – change. You have to create a suitable distance between you and others, and not allow existing relationships (and friendships) to dictate the way things work. At the same time you are (still) part of the team, and how this manifests itself needs consideration. Beware of being arrogant. Do not throw the baby out of with the bath water – old alliances can help.

• New employer. The learning curve you face is inevitably much steeper. Beware of acting (or even of giving a view) before you have sufficient facts.

Always match your approach to the actual circumstances and be realistic about the situation you are in

First Things First:

Day one as a manager: a great deal to consider if you are moving into a new situation. You should:

• See your new manager early on: confirm your role and priorities and set up communications procedure between you both, especially to make clear how you check things during the first few days.

• Arrange introductions to other key people: if your work involves contacts with others (another department, people on the same time level as you, etc), make sure you know them and begin to cultivate a relationship from the word go.

• Meet your own staff: (more of this anon).

Once again, remember that you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any imm

ple will have firm views on the type of manager they do not want. Those, for example, who:

• Put themselves before their people

• Fail to set clear objectives/priorities

• Don’t appear to care about the team (a loner)

• Are secretive (or late informing)

• Procrastinate

• Are unapproachable

• Are not honest, open and fair

• Fail to consider people’s feelings

• Let their personal workload prevent team maintenance

This list and the preceding one could easily be extended and will be influenced by factors that are especially important in your job, organisation or function.

Make it your business to discover what is most important to your people.

New Post – New Employer?

Throughout your planning and progress you need to tailor your approach depending on whether you are moving positions within your current company or moving to a new one.

• Existing employer. Keep in mind that people know you. Your position relative to others will – must – change. You have to create a suitable distance between you and others, and not allow existing relationships (and friendships) to dictate the way things work. At the same time you are (still) part of the team, and how this manifests itself needs consideration. Beware of being arrogant. Do not throw the baby out of with the bath water – old alliances can help.

• New employer. The learning curve you face is inevitably much steeper. Beware of acting (or even of giving a view) before you have sufficient facts.

Always match your approach to the actual circumstances and be realistic about the situation you are in

First Things First:

Day one as a manager: a great deal to consider if you are moving into a new situation. You should:

• See your new manager early on: confirm your role and priorities and set up communications procedure between you both, especially to make clear how you check things during the first few days.

• Arrange introductions to other key people: if your work involves contacts with others (another department, people on the same time level as you, etc), make sure you know them and begin to cultivate a relationship from the word go.

• Meet your own staff: (more of this anon).

Once again, remember that you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any imm

planning and progress you need to tailor your approach depending on whether you are moving positions within your current company or moving to a new one.

• Existing employer. Keep in mind that people know you. Your position relative to others will – must – change. You have to create a suitable distance between you and others, and not allow existing relationships (and friendships) to dictate the way things work. At the same time you are (still) part of the team, and how this manifests itself needs consideration. Beware of being arrogant. Do not throw the baby out of with the bath water – old alliances can help.

• New employer. The learning curve you face is inevitably much steeper. Beware of acting (or even of giving a view) before you have sufficient facts.

Always match your approach to the actual circumstances and be realistic about the situation you are in

First Things First:

Day one as a manager: a great deal to consider if you are moving into a new situation. You should:

• See your new manager early on: confirm your role and priorities and set up communications procedure between you both, especially to make clear how you check things during the first few days.

• Arrange introductions to other key people: if your work involves contacts with others (another department, people on the same time level as you, etc), make sure you know them and begin to cultivate a relationship from the word go.

• Meet your own staff: (more of this anon).

Once again, remember that you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any imm

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Always match your approach to the actual circumstances and be realistic about the situation you are in

First Things First:

Day one as a manager: a great deal to consider if you are moving into a new situation. You should:

• See your new manager early on: confirm your role and priorities and set up communications procedure between you both, especially to make clear how you check things during the first few days.

• Arrange introductions to other key people: if your work involves contacts with others (another department, people on the same time level as you, etc), make sure you know them and begin to cultivate a relationship from the word go.

• Meet your own staff: (more of this anon).

Once again, remember that you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any imm

t you only get one chance to make a good first impression – especially in a new environment. This may be a clich?, but it’s true. So, consider the details and get them right. For example:

• Be sure to arrive on time (or a touch early)

• Look the part (think about what you wear)

Meet The People:

Make a point of speaking to everyone on day one. If this is not possible (for example, someone may be away) set a time for an initial word. This can be informal (just a word at their desk) or in your office or meeting room. It needs to do various things.

• Act as a personal introduction

• Clarify, briefly, how you see their role (or how the other person sees it)

• Dispel any immediate fears the team member may have

• Answer any immediate questions (or say when they can and will be answered)

• Begin to show you as the kind of manager you want to be

Ask questions and canvas opinion from the team about how things are going, what might need change, challenges for the future, etc

And Finally:

Keep these exchanges positive. Do not be afraid to put things on ice for the moment but be specific – “I can’t answer that now; give me a day or two and I will say something about that when the whole team gets together”.

Keep notes – and keep promises made during such conversations.

Copyright © 2007 Jonathan Farrington. All rights reserved