Kick-Off
We’ve all been here at some point. A new manager comes in after weeks of speculation and anticipation built up. You find yourself a little bit awkward on the day of the new manager arriving but hey, you just gotta get through the first days.
This is an opportunity for a better start. Yeah. Because in this article you’re gonna learn how to start better with three actionable insights. Understand, that while it’s your first day with that new manager, it’s the new manager’s first day overall. Give him or her some slack..
First Impressions: Showtime!
The importance of first impressions is well-documented. I mean, you’ve walked out of more hinge dates than you dare to admit based on that. So how do you make a good impression with a new ‘boss’. The first impression affects the assumptions one has about your future interactions.
First of all, don’t go all bonkers when there’s a new boss. Nobody like a suck up. Instead, do what any good manager would do: Listen actively, ask thoughtful questions that deepen the relationship and take initiative to ensure that there is a base level of trust and expectations created that day. Again, don’t go out of your way to present snacks, tea and whatnot.
Spy Games: Scoping Out the New Boss
This is where the big wins are. Remember when we talked about finding out your Values and how important they were to your Leadership style? Guess what. We need to figure out their Values.
Understand your new manager’s Learning Style
Bosses are not just titles or functions; they are individuals, just like you. It’s your responsibility to observe and adapt to their working style. Each boss has their way of understanding things, and it’s vital for you to figure out and align with that preference. This is what we call a learning style, you, me, your new manager, anyone, has a preferred learning style. This is how you absorb and process new information in a way effective to your decision-making.
For example, your previous boss might have liked written updates, the new one “doesn’t read”. What do you do? Continue to send written updates? That would likely strain the relationship on two ends. Instead, adapt to the learning style of the new head honcho to ensure that productivity and collaboration thrive.
Lesson: Don’t assume the new one is the same as the last one.
Understand your new manager’s Working Style
Your new manager (just like your coworkers) will have a unique value to the company. It’s important to understand what your new manager’s value-add is. You’ll have to figure out what their strengths are, what their improvement points are and what values they hold about their contribution to the company. Once you understand this, you’ll be able to leverage the strength of the new manager, assist on the point of improvements and contribute to their Values.
For example, start by asking your new manager about their work methods, expectations, and goals. Don’t assume; ask and keep asking over time.
Lesson: Seek to understand before being understood
Communicate, Communicate and…you guessed it… Communicate
Peter F Drucker states effective communication is vital in the modern workplace. Many conflicts arise from people not knowing what others are doing or how they work. In today’s complex work environment, you must take responsibility for keeping your colleagues up to date and aware and understanding of their contributions.
For example: Over communicate with your colleagues about your tasks, goals, and the results you expect. At the same time, ask them about their work. This ensures everyone is on the same page, preventing misunderstandings and improving collaboration. Embrace the power of transparency and open convos.
Lesson: Assumptions are the mother of all..
Onboard your new manager for at least a month
Onboarding a new manager is not a one-day activity. In fact, it takes a month or more of active communication, understanding, and effort. Be patient with the process. Keep asking the right questions, and give them the context they need to understand your role and the broader team dynamics. If you want someone to be in the trenches with you, you will need to make sure this person understands where the trenches are, what they look like, smell like, feel like etc. This onboarding period is not just for the manager, but also for you to understand how you can get the most out of this new relationship.
For example: Schedule regular catch-ups, and find a balance between giving them space to settle into the role while also helping them navigate the new environment. Be proactive in sharing information they might need or find useful. This period of onboarding can set the tone for the rest of your relationship with your new manager.
The Wrap up
So, there you go. Those are the tools you need to navigate the tricky waters of a new boss. A change in leadership can be intimidating or confusing, but it doesn’t have to be. With some patience, empathy and a lot of communication, you can turn this into an opportunity for growth and improved workplace dynamics.
Remember, it’s not just about preparing for the new boss; it’s about setting the stage for a collaboration that goes beyond the standard boss-employee dynamic. It’s about building a relationship based on mutual respect, understanding, and shared goals.
In the end, tackling a new boss isn’t just about surviving; it’s about thriving. And remember, you’re not alone in this. Reach out to your colleagues in a positive, non-judgemental way to learn more about your new manager quickly.
