AboutCharlie Breeding Expertise I can answer most questions related to Management Consulting. Prior employers include FranklinCovey, Spherion Human Capital Consulting, and Dale Carnegie Training. I've been on my own now for eight years.
Experience For over 21 years, I've conducted needs assessments, designed and delivered custom solutions to corporations, non-for-profits and universities.
Organizations ASTD, ISPI, ASQ, SHRM, and more...
Publications too many to list here; see www.breedingtrust.com or www.thepepcoach.com/home.htm for a snapshot and full listing
Education/Credentials BS in Engineering from West Point, the US Military Academy
Awards and Honors Trainer of the Year in '99, ASTD (American Society for Training & Development)
I just got a job as a manager of a group of about 17 people. My management experience is novice to intermediate. I've managed 12 people before, but the scenario was quite different in that in my previous management job, I was promoted above my peers, all of whom with I had a great relationship.
Fast forward to now--7 years later--I'm up for a new position. This will undoubtedly be very different in that I'll be joining a brand new organization with extremely little prior knowledge of the department or personnel.
That said, what would you recommend I do in my first 5 days? 30 days?
Answer Jeff,
This is an excellent, thoughtful question so I'll attempt to give you a concise and complete answer based on my experience:
- spend most of your next 5-30 days doing one thing: asking questions and listening, assessing the current situation while also understanding the past heritage, traditions & group behaviors. Get people's perspectives, show genuine interest in getting to know them, & be careful that when you hear an opinion or analysis of a problem that you then seek validation and confirmation of that opinion and analysis.
- decide what new "traditions" might be important to lay out, such as a weekly meeting or quarterly lunch or something...
- tell people how to best work with you, whether you prefer written or verbal communications & in what circumstances
- look for areas of vagueness, ambiguity and confusion and shed light upon them, fix them with specific measures or indicators and get a handle on what people think is a slippery area to manage and improve it. If necessary, set rules, boundaries, guidelines & resources (people like clarity) in those same areas.
- cooperation between departments is hellacious for any leader, much less a new one, so get to know your peers, colleagues and key stakeholders ... and ask questions & listen (take notes)
- spend time with customers doing (ditto), listening & how they think you can improve your service or products (btw, this could be an internal customer, too)
- be working to craft a mission for the team (aligned with co. mission, if it exists) and think about either a vision or big, hairy, audacious goal at end of 30 days for 2008 that will challenge you and the group.
- prioritize what gets your attention and what does not deserve it (or not right now). If prioritization is challenging for you, check out www.breedingtrust.com/makingtime.htm (disclaimer, one of my products)
- get with HR to get an overview of if and how they measure high-potentials, conduct career development, organizational development and seek to provide meaningful training right away for your team, even if you (or one of them) is leading it.
- out of 12 people, there's probably 1-2-3 of them who should've been let go six months ago, who you want to carve out dead weight, non-productive people or disruptions to your team. Do NOT condone mediocrity.
- lastly, start right now looking for who on your team could take your job or could grow into it, and mentor them - develop them, because when they are ready, you'll find yourself moving up (again) & this time, one of your own will take your responsibilities. If no one is developed under you on your team, then don't expect to get promoted again.
Hope this helps you --
Charlie
www.breedingtrust.com
