Hi everybody,

I'm new in MT, and I'm new in my management position and I'm new in my company ... I'm really brand new :D
I like learning and I want to be a better proffesional, and I think MT will help me.
I definetly will start my O3 next week. But I have a question, as far as I know O3 give a good chance to set goals for the team members and it also helps to identify areas of improvement for my DR. My question is, when you are new in the company in the position ... how do you help your DR ? in the end they know better than I the company and their weak points.

Thanks for your advice and thank you for your tips since I'm a little nervous about my first round.

juliahhavener's picture
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At the beginning O3s are about open communication. You should learn from them at least as much as they learn from you. When I was brand new to this location and group, I had O3s with my team, introducing the process, letting them know we would be having them regularly once things were underway (brand new team entirely, a lot of start up stuff had to get done), and primarily just learning about them: their families, their histories, their goals, their dreams, their lives. That meeting held us for the next 6 weeks until we could schedule the meet-and-potatoes O3's.

Your first month, just get to know where you are and what's going on around you. If you want an O3, use it as an intro and an opportunity just to know more about your folks. Schedule it out after that, when you have a better idea of what you're about.

(My two pennies, at any rate. No guarantees if the answers contained herein are "right".)

Mark's picture
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Julia, when you make good recommendations, don't caveat them! :wink:


don't worry about that yet. Just start. Feel your way. it will work.


juliahhavener's picture
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Sorry, Mark! I've been under a two-week headache so I'm at a point where I don't know if I'm thinking forward or backward. Hopefully today's trip to the doctor's office will resolve some of that. Go go brand new allergies for a brand new location!

glngry's picture

I was in a similar position last year (thankfully enough I found Manager tools within my first few days!)

I modified the introductory e-mail to fit and spent the first month telling everyone I wanted to use the time to learn about them and asked if they would help me get to know the company better.

The 1/1’s have been the rosette stone to my management style.

cwcollin's picture

Whenever I get a new team I have a O3 meeting in which I just ask them a series of questions to both help me get insight on how the team is working and to let them know that I value their opinion.

Questions like:

- What one thing does this team do best?
- What one thing does this team need to improve upon?
- What do you need from me to help you do your job?

I figure there will be plenty of time for me to tell them what my plans are and if there are going to be changes. I try and keep the first interaction to a short introduction from myself and the rest of the time just listening.

One other point...regarding goal setting. If you are setting team goals and not individual goals I would encourage you to first roll those out in a team meeting and then talk to individuals about how they will contribute to the goal. If you communicate the goals in one on one then you risk the directs "hearing" different things and it may be harder for you to get everyone aligned in the same direction.

chapu's picture

hey, thank you, those are very good questions. But I'm not sure if I'll be able to use them since the department is also new. We are creating this from scratch.


jhack's picture

Consider variations on those questions: "what do you think we need to do well to succeed?" and so forth.

Your team will appreciate that you've solicited their ideas, and you'll get some good ones to build on!

juliahhavener's picture
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You can look to them for ideas of how to make your department succeed. Even being new you will have an idea of what your goals are (even if they aren't set in stone). I STILL have aspects of my directs work/reporting that isn't finalized but they are working very well within it knowing that these things are on the horizon.

cruss's picture
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Don't forget the series on communicating with your boss (Jan 24 & 30 2006). If I was part of a new department I would expect the manager to be getting lots of input and direction on projects and goals from upstream. Someone felt the need to spend resources on the new dept and they should have results that they expect to be met. Remember that as a Manager "You are never communicated to, you are communicated through." A part of your one-on-ones should be moving everyone on this path. Also the weekly staff meeting (May 21 & 28 2007) is another powerful communication tool for your new team.