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First time manager6/25/2023 ![]() This one is critical. The purpose is to understand what your boss and other senior executives expect out of your team – tangible business objectives as well as operating practices. Have a conversation with your boss on expectations.What are some of the high level goals that your team will need to achieve over the next 3-6 months? You don’t need to lay out a detailed plan yet – but having a general direction can be helpful as you go into the next step.What executives do you expect to care about what you’re doing? What executives do you admire? The idea is to create a list of people you will engage with over the next 30 days that will play a part in your new role. Who’s on your direct team? What do you know (or think you know) about them? What would you like to know about them? Who is not on your team that you need to work with? If you’re in product – it may be the engineering lead, or the product marketer. Make a list of everyone that will or can impact your performance in your role.What’s your situation? Have you been promoted to lead an existing team? To build a new one? To takeover an existing or new function or project? The assumption is that with the promotion you got some context on the promotion and what your new role will be.Here are a few questions it may be helpful to think through. ![]() Resist the urge to make a ton of changes (unless they are critical/have negative impact) right away – even if you know what you want to do. This can often lead to early mistakes – making changes in workflow, org structures, roles or priorities without thinking through the downstream consequences. A common mistake that new managers make is thinking that they need to be doing “something” different immediately. Relax for a few moments. Celebrate and enjoy your promotion.What you’ll notice is that there isn’t a ton of “doing” in the first 30 days.
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