New Managers on Managing Teams

New managers embarking on a mission within an already established team must ensure gradual integration, avoiding unnecessary disruptions. While some may believe their past skills grant them the authority to disrupt the team, aiming to leave an indelible mark and command respect, this approach is seldom fruitful.

The initial week to a month should centre around ‘Observation’ and ‘Getting to Know’ the team and stakeholders. The objective is to ask probing questions, grasp the business landscape, gain insights into team dynamics, understand the positive and challenging aspects, and generously support individuals and their work. This period is crucial for understanding the team personally, uncovering their preferences, strengths, areas requiring support, and building trust. A leader’s warmth, conveyed through facial expressions, body language, true intent, and tone, fosters stronger relationships for the future.

A meticulously documented plan, including your short—and long-term goals, should be shared with all employees and other key stakeholders so that they know your intended plans for the business. These must be prepared after input from stakeholders such as your boss, clients, vendors, BU head, peers, support groups, and direct reports. Focus on People, Process, Tools, and Technology on one matrix and revenue, costs, and margins on the other, each surrounded by a bubble encompassing ESAT and CSAT data.

Weekly reviews of the plan, acknowledging progress, and rectifying any slackness ensure you stay on track. Sharing the plan’s status with stakeholders and employees enhances your reputation as a methodical, planned, action and improvement-oriented leader.

While problem resolution may commence as early as week 3 (unless immediate intervention is necessary), radical changes should be postponed until the team has developed a comfort level conducive to trust, faith, and camaraderie.

In summary, acquaint yourself with the team, environment, and culture before implementing changes. If things are functioning well, avoid change for the sake of change. Prioritize areas that genuinely demand attention and employ a prioritization matrix for decision-making when uncertain.