![]() ![]() If the departing manager offers to provide you with his or her personal notes on individuals, decline them as they are not your notes and observations, though you can certainly take your own notes of the discussion you have with the departing manager. You can do this by establishing relationships with the employees. While this information is valuable, you should also commit to forming your own perceptions and opinions about the employees who report to you as well as the employees who you will work alongside. This manager’s input is information for you to consider and to validate over time. Current goals? Employee performance thus far?. ![]() Strengths and weaknesses of individuals?.Strengths and weaknesses of the team as a whole?.If possible, get the existing manager’s perspectives: Talk with the manager who is leaving the team Ultimately, your number one job now is to help others accomplish the responsibilities of their position in an outstanding manner. How you balance competing needs in the honeymoon phase of managing a team will be influenced by your leadership style, your manager’s expectations and your portfolio’s organizational culture. You will walk the line between demonstrating professional competence and recognizing that the team members hold important information that you will need. While it is exciting to be the “boss,” successful transition into this role requires forethought and prioritizing relationship-building. Taking over the management of an existing team Understand your manager’s expectations for your team.Talk with the manager who is leaving the team.Taking over the management of an existing team.The following are suggestions to help make your transition smoother. In this communication, the term “managers” refers to anyone at the university (regardless of title) who has staff reporting to them. Both experienced and novice managers’ face hurdles when inheriting a new team of employees whether they are internal or external to the institution or department. ![]()
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