90 Days Starting Pquestions

Getting A Good Start As A New Manager Your First 90 Days Michael VanBruaene Page 1 of 11
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Michael VanBruaene
AND EXECUTIVES TO IMPROVE THEIR ORGANIZATIONS
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Getting A Good Start As A New Manager Your First 90 Days

January 31, 2012
As you commence your new managerial position its important that you quickly develop an understanding of your department/functional areas operations. You want to know its processes, strengths, weaknesses, culture and employees; also key peers within the overall organization, and key external entities and stakeholders. You also want to develop a good rapport with, and understanding of, the person(s) to whom you report. Going into the position you should have a game plan for developing this understanding of thedepartmentso that within 60 90 days, maybe sooner, you can start correcting some problems and/or improving certain operations. You do not need to correct all problems or improve operations in a comprehensive way in the first few months in the position; however by then you should be in a position to make improvements.
http://www.advancingyourorganization.com/?p=1518
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Below are important elements of your first 90 days in the position. They may vary depending on the nature of yourdepartmentsoperations and size. Effective Meetings With Your Boss Upon initially starting you should meet with your boss. She/he will normally have information to impart to you. It may be a continuation of your employment interview discussion(s). This first meeting should primarily be a meeting in which you listen and clarify. In later meetings you can be more proactive. In the first meeting you should want to know: What is the culture of the organization and your department? What are the core competencies? How does she/he describe their decision making style? How do they like to be kept informed about your department. And if you believe there is a better way make the suggestion. What has been the history of thedepartment? Has it been growing or shrinking? How has it been changing over the past few years? Strengths and weaknesses, challenges of thedepartmentyou are managing. Also of the entire organization so you get context and perspective on yourdepartment. The organizations strategies and objectives; and how yourdepartmentfits into the strategy. The expectations for your performance and how success will be defined. This should be in-depth and should occur over several meetings. You want to make sure that you and the person to whom you report have a mutually agreed understanding on organization terminology and their expectations for you. Schedule initially bi-weekly meetings, if possible and appropriate, with your boss to discuss your status, observations, any issues that arise; and also follow-u discussion of the above items. Subsequent meetings. In subsequent meetings begin to discuss that which you are finding about yourdepartment; start to bring up what you see as working and not working well. Also any key employees that appear to be problematic and how you see the work atmosphere.
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At around the 60 90 day mark, maybe sooner, you should be in a position to discuss and then commence making improvements..although its generally a good idea to take it slow with improvements, do them incrementally, unless there is an overriding need for quick and substantial improvements Meet With Your Predecessor If possible meet with your predecessor. Talk about the history of thedepartment; also its strengths, weakness and challenges; also the quality of its employees. Ask about anydepartmentor organizational mine fields in which to be cautious. Keep in mind that what you hear will be this persons experience and perspectives. Effective Meetings With Key Staff Start to meet with key staff, i.e. your team. This will vary depending on the size of yourdepartment. Keep in mind that these should be get-acquainted meetings in which you start to establish a working rapport with the employees that will be important for your success. In these meetings ask questions such as: How are you feeling generally? What are your work challenges? What is working/not working? Are there any issues or problems that will need to be addressed and resolved soon? Are there any improvements that could be made relatively soon? Do you have the authority and resources you need to achieve your personal and organizational objectives? What do you need? Later meetings will be more operationally focused. Meet With Key Peers Meet with peer managers in keydepartmentswith whom yourdepartmentinteracts on a regular basis. Find out their perceptions of yourdepartmentand that which has been working well, not so well in terms of yourdepartmentsinteractions with theirdepartments. Documents/Information Review
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Before starting and then as soon as possible upon starting, review as many documents and in whatever detail, makes sense. The extent to which these documents exist, and their quality, will give you insight into your departments operations. You should request documents that focus on: Service/operational effectiveness and efficiency Special reports related to problems, improvements needed, etc. Budget management and financial issues. Copies of your job description and those of the people in your department In many instances these documents should be initially perused at a relatively high level. Later, as you develop more context and understanding about thedepartmenttheir content will be more valuable and useful to you. Information You Need In addition information obtained in the activities above, below is a framework for information you should obtain from interviews, meetings, document review and observation. Personnel Qualifications Quality of your employees. Are they sufficiently qualified for their positions currently and for inevitable changes that will occur Are they competent to get the job done currently and help move the department to the next level of performance? Quantity of staff Do you have enough staff? Are their gaps? Do you have the right types of employees in your departments positions? (you may have a position that is appropriate for the work to be performed, but the employee is not a good fit.) Do you have the right positions? (You should differentiate between a position which can be filled by a competent and qualified employee and the particular employee currently in the position.) Morale
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What is the mood of thedepartment? Is there brightness in employee eyes; is it too quiet? Do employees arrive on time? Turnover (this can be a good indicator of employee satisfaction and morale; and quality of the workplace) What this the percentage of annual turnover? Is it too high for the type of work? If its too high, find out why and find out if its occurring in certain areas of the department or certain types of work. Organization Structure Does thedepartmenthave the appropriate organization structure? (Structure dictates the relationship of roles in an organization and therefore, how people function.) Is the organizational arrangement of how work is organized and coordinated correctly aligned withdepartmentobjectives? Is there a lot of ambiguity and confusion regarding employee roles? Is there a lack of accountability stemming from employee location in thedepartmentand/or their responsibilities? Is there confusion about roles, responsibilities and authority? Is there a lack of accountability effective decision making stemming from confusion about responsibilities and roles? Is there too much conflict between employees? These types of problems indicate that there may be an inadequate organizational structure. Financial Are there sufficient revenue and funds to meet your service delivery requirements for the next 6 12 months? Are there funding issues that need to be addressed, short term/long term? Employee Accountability
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For each project, process and function within yourdepartmentis there someone who has accountability for it? Is this accountability formally assigned and does everyone know it? And is the accountability actually occurring? Accountability is very important to yourdepartmentssuccess. If accountability is lacking, this could be an area in which you can make improvements relatively soon, and which will have long term benefits. Regulatory and Compliance Is yourdepartmentin compliance with funding requirements, regulatory requirements, organization rules, policies and procedures? Your Personal Agenda Draft a list of priorities for your first six months based on what you have learned to date. Schedule a regular meeting time with your boss and key staff to discuss what you are finding out and your draft priorities. Ask for feedback. Start to develop solutions to problems and/or areas that need improvement. And implement by 60 days at least one of them. Key Messages To Staff Develop the key message(s) you want to convey to your staff from day one. Your message should be personalized it needs to reflect who you are as a person and your management style. Some possible concepts for your message are respect for employees and their skills, interest in what they do, commitment to improvement, listening, and instilling accountability. Regular Staff Meetings Conduct regularly scheduled staff meetings. With key staff these meetings should be weekly, at least initially. Be open to their opinions and ways of managing themselves and their areas. Walk Around, Be Visible, Say Hello
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See whats going on and who is doing it. Sense the workplace culture. See interactions with customers; and interact with customers yourself. Show an interest in everything and everyone. Learn everyones name. Go to employees and say hello and allow them to proactively do the same. Talk with as many employees, particularly your direct reports, about life in general, sports, music, etc. Wherever and however you can find a common connection. The Real Organization Is NotNecessarilythe Structure, Reporting, etc. etc Keep in mind that much of what goes on in the organization and your department will not appear on reports and official documents. To be truly effective you will have to tune-in to interpersonal relationships, employee personalities and quirks, their moods and what motivates them in addition to a pay check.
New Manager Specific Articles. Also see these new manager focused articles.
Problems With Your New Manager? Reset Their Performance & Success With This Guidancehttp://www.advancingyourorganization.com/?p=2221 New Manager On-Boarding Delivers Success For The Manager And Organization http://www.advancingyourorganization.com/?p=2255&preview=true
I appreciate your interest in this article. If you are not yetreceivingthesearticles, subscribe to future leadership and organization improvement articles at the top right hand portion of this page. Please pass this on to others that may be interested in this topic or other organization improvement topics. Also see my CEO/EXECUTIVE CONSULTANT AND ORGANIZATION IMPROVEMENT SERVICES. Go to: http://www.advancingyourorganization.com/?page_id=29
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Posted, by Michael VanBruaene in Organization Improvement
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Getting A Good Start As A New Manager Your First 90 Days Michael VanBruaene Page 1 of 11

WORKING WITH CEO'S

Getting A Good Start As A New Manager Your First 90 Days

Posted, by Michael VanBruaene in Organization Improvement

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