Get To Know Your Team

Stepping into your new role as a manager is both exciting and transformative. In this chapter, you'll discover how to effectively engage with your team by getting to know them as individuals, understanding their needs and concerns, and sharing your own leadership style and vision. Recognize that your team members are just as anxious as you are about this transition, so it's crucial to alleviate their fears and build a foundation of trust.

You'll also learn how to set the tone for your management approach by establishing clear and aligned goals that resonate with each team member, meet your expectations, and advance the organization's objectives. Now that you're in the captain's chair, let's embark on this journey by connecting with your team and setting the stage for collective success.

Conduct a team meeting.

Your team is getting a new boss, and they're anxious. They don't know what to expect, and they don't trust you yet. Start by holding a team meeting as soon as possible. You can't build trust in one-day, but you're getting started.

Assess performance appraisals.

You need a clear picture of the past before addressing the future; start with the team's formal appraisals.

Hold one-on-one meetings with each team member.

This is where you’ll get to know your subordinates as individuals.

Conducting The First Team Meeting

1. Be welcoming as you introduce yourself, for example: “Hi everyone, my name is […….], and I’m really excited for the opportunity to work with this team!”

2. Then give them some background:

• Your work experience, just enough to relay that you are knowledgeable.

• Your life experience, where you grew up, clubs you belonged to (chess, math, dance, etc.), sports you played, the schools you attended, if you have a partner, have kids, pets, etc.

• Your interests and favorite activities such as favorite foods, movies, TV shows, sports, books, teams, and vacation spots; charities you support, people you admire, etc.

• These are just examples; you relay the things that you're comfortable with sharing, using your own words. If possible, throw in some self-effacing humor.

• The goal is to expose yourself by displaying your human side, demonstrating that you're open and humble helps build trust. Make sure this is just a small part of the meeting, use common sense, and don't come off self-absorbed.

3. Discuss what you know about the department.

• Talk about recent team accomplishments or accolades.

• Talk about the team's current goals, things they should already know; this reinforces continuity and demonstrates that you care by being prepared.

• §Describe how the team's objectives interest you and how excited you are to learn more; this demonstrates that you’re knowledgeable but that you know you have things to learn.

4. Describe how you'll operate; this will demonstrate your focus is on their concerns:

• You'll be accessible and explain how (examples: my door is always open; I'll share my calendar).

• You're eager to learn and are open to new ideas.

• You won't make promises you can't keep.

• You will represent their concerns to your superiors and peers.

• You'll always be fair.

• Be clear that you'll rely on their help and expertise as you settle into the role.

• Explain that you'll get to know each subordinate personally, and you'll start with one-on-one meetings.

• Talk about how you love the company, why you appreciate the organizations leadership, and how you're committed to working with this team to achieve the organization’s objectives.

• Use the list as a starting point for what you'll say. Use your judgement on what to elaborate on.

5. Close by asking if there are questions. You'll hear things similar to:

• “Are we still doing weekly staff meetings?“

• “Can we still work from home?“

• “Will you make sure we get new laptops?“

• And many others.

• These are things you may not be able to answer, but even if you could, you should wait. Write down all the questions and who asked. Reiterate that you are still learning the job, but that you'll get answers as soon as possible.

• First impressions last forever, so put in the effort to make this a positive one.

Assessing Performance Appraisals

• Review up to three years' worth per subordinate. If you encounter a history of performance issues, go as far back as makes sense. You need a clear picture of any problem areas, corrective actions, and progress made.

• You also need to know about exemplary performance.

• Remain objective while assessing the appraisals; these are just documents, not the people themselves. This is a great way to start, just remember you don't know the people through this effort alone.

• If you find an employee on a performance improvement plan (PIP) then speak with HR or a superior who is familiar with the situation. Take careful notes and ask for any documentation gathered before you took the role.

• The goal of a PIP is for the employee to improve and retain their job. It's far more costly to replace an employee than fix a problem area. But they must meet the criteria set out in the plan, and you need as much information as possible to help them.

Conduct Individual One-On-One Meetings

• Remember that your staff members are people with lives outside the organization. They have external influences and commitments, large and small, good and bad, that will impact them at work. Just like you do. You need to understand what makes them happy, what upsets them, and what their goals are for both work and life.

• Schedule these meetings after you've investigated performance but try to get this done within a week or two of taking the job.

• During these meetings it’s crucial that you demonstrate that you care about them. This is critical in building trust.

  • If possible, sit across from them rather than behind your desk.

  • Ask how they feel and if it's still a good time for the meeting.

  • Have bottled water on hand and ask if they need anything before you start.

  • Ask about their lives outside of work: family, health, pets, interests, hobbies.

  • These are simple ways to show you care about them as people.

• Remind them that you're in learning mode, and this meeting is for you to learn. Of course, you're also happy to try and answer any questions.

• If the employee has demonstrated consistently good performance or has other significant accomplishments, mention it. Be sure to let them know how impressed you are.

• Don’t use this time to address negatives, that will come later.

• Let them know you have a few questions to ask, and that you are looking for an open and honest dialog. Your goal is to put the person at ease; assure them they can be truthful without being judged.

  • What aspects of their work experience do they enjoy, and what aspects are troublesome? Items can relate to the organization, the team, customers, resources, tools, time, expectations, communication, compensation, etc.

  • Encourage them to speak to all concerns.

  • Ask them how they would improve things if they could?

  • Ask about their goals and aspirations both inside and outside of work. This is like a "where do you see yourself in five years" question just slightly more open-ended. Word it as you see fit.

• What are their worries regarding having a new boss? They may be shy about answering this question, but I guarantee, they do have concerns. Use this list to prompt them if needed

  • Top performers will be worried about reestablishing their credibility and reputation.

  • If they had a great relationship with the old boss they’ll be worried about their standing with you.

  • Will you change established routines, is their day-to-day going to be dramatically different?

  • Do you come with bias against the team?

  • Will you be approachable and communicative?

  • Will you be honest and fair?

  • Will you provide valuable feedback and give appropriate credit?

• You want to try to connect on a personal level without asking too many personal questions. Feel them out, like you would in any other conversation. Hopefully, the fact that you shared some personal info at the initial meeting will encourage them to share now.

• While most people will want to talk about their kids, pets, school, etc., you must respect that some people are more private.

Summary

Your people know what they like and what they hate, what their immediate worries are, and what they want from the future. Your goal is to get them to share this with you. Remember, you are listening and taking thorough notes; this meeting is another step towards building a trusting relationship.