The 3 Most Critical Things Managers Should Do in Their First 90 Days
New managers are eager to make their mark and, as a result, are apt to try to do too much too fast. What managers should do in their first 90 days is just the opposite: slow down, take stock, and focus on what matters most. Do not overload the system or you will end up overstressing and wearing out yourself and your team with little to show for it.
Unfortunately, most new manager training programs do not teach the most critical three things that managers should do in their first 90 days. Instead of brushing up on soft skills like communication, decision-making, and feedback, take the first 90 days as a new manager to understand what your boss expects from you, develop your team strategy, get to know your people, strengthen the team culture, and serve as the leader that others can loyally and proudly follow.
The importance of current state analysis cannot be overstated. To succeed as a leader, you need a complete picture of the context of changes you wish to make before you can thoughtfully design, communicate, and implement the new ways of thinking, behaving, and working. Remember your success as a people manager will be measured on the success of your team.
Get to know your team both personally and professionally. Talk with them individually and in team meetings about what is working and what is not working. Listen carefully and show that you value their opinions by incorporating them in a way that makes sense. Ultimately, the final decisions will be yours, but, for effective implementation, you need to know that you have team buy-in and ongoing support.
The most effective team charters answer questions like:
The Bottom Line
The first 90 days as a new manager establish what kind of manager you will be going forward. Take the time to be purposeful about the kind of manager you want to be and set yourself and your team up for success.
To learn more about what managers should do in their first 90 days, download Stop Doing This! 5 Management Misperceptions that Slip Up Too Many New Managers
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