BLUF: I just received responsibility for the 8 people in Finance on Friday and want to start doing O3s. We have 3 team-leads (A/P, A/R and Project Order Entry) and they each have 1-3 people they "manage" (but really, they are more team leads or entry-level supervisors). I want to do O3s with everyone, even the 5 people that are, under a strict definition, my skips - does that sound reasonable?
I started as Controller/CFO for a rapidly growing engineering firm 3 months ago, with the plan being I would take over management of the finance staff from my boss, the Group Manager for Administrative Services (Finance/Safety/HR/IT/Facilities) once we cleaned up some financial reporting issues.
The problems were much deeper than anyone realized, and he and I have both been buried in redoing the accounting system conversion that made scrambled eggs of the financials (courtesy of my predecessor). So new software, new systems, new people in many roles and a steep learning curve for the overall company making the new, "better" system do what is needed to run the business. We're coming out of the weeds now, and the hand-off of managerial responsibility happened last Friday.
O3s will be completely new in this environment, and as I've talked with the three team-leads, they are excited by the prospect of meeting regularly. In corporate-speak here, they are referred to as "managers" of the other employees. From what I've seen it is more of a team-lead role than even a true supervisory role. That is why I think of their teams as only "semi" skips of mine, and why I want to do O3s with them, too.
What do you think? Any pitfalls to avoid? Anyone had a similar experience? My boss is fine with me managing the department however I see fit. And I could see eventually transitioning the team leads to doing formal O3s with their people, but not right away.
Thanks for your help.