Hi all,

I'm starting a new job in two weeks. I have 12 direct reports. I've listened to the advice for new managers (start O3s right away, otherwise no sudden moves). I've also listened to Rolling out the Trinity. I'm not sure if the advice is conflicting or not.

[color=red]QUESTION:[/color] Do I schedule the O3s right away (i.e. the first week)? Or do I follow the Trinity roll-out advice and discuss them right away, but wait 3 weeks before the first O3 is scheduled?

mtietel's picture
Training Badge

I'd schedule them right away. If you're new to the organization your calendar probably isn't full this week or next. And that's really the guidance about scheduling 3 weeks out - don't let a full calendar this week stop you from starting O3s.

smodi's picture

That makes sense. Thanks for clearing this up.

AManagerTool's picture

I'd wait the three weeks. I don't think anyone will die or anything but there is PLENTY of things for you to do during that time including introducing the concept of O3's. By the way, I believe that the recommendation was for three weeks because that is the period of time that everyone seems to have open on their calendar. In other words, most people have little objections to a new meeting being scheduled three weeks out.

Send the e-mail now. Put times for selection on the e-mail for three weeks out. Schedule meetings.

HMac's picture

I tend to side with the Tool on this one. My reasoning: you want to be sure you're bringing value to every O3, and doing them when the new job is still a blur limits your value. Take a little time to get grounded.

Announce 'em right away - because that signals their importance.

And make sure you take every opportunity to meet and get to know staff in the meantime. Then ideally - your first O3's aren't just "getting to know you" sessions.


galway's picture

I agree with HMac's comments about getting to know the directs before the first one-on-ones.

I recently went through a similar phase and had never useed the trinity before. The method that worked for me was scheduling one on ones with each direct in my private calendar for the first week and having what appeared to be impromptu meetings. Of course there wasn't the same structure or note-taking, but I feel that it set a foundation for positive relationships and built up buy-in to the concept when I introduced O3's formally at the end of that first week.

mdave's picture

Getting to know directs and getting your feet sort of under you is key before starting O3s. In my case, I had some travel and training to complete during my 3,4,5, and 6th week on the job and did not initiate O3s until after that. This was TOO long. By week 7 (despite a month of basically out of the office) issues started to emerge where I really wished that I had established better communication with several of my directs. Hard to make up for lost time and this put me in the awkward position of having to broach a feedback issue (one that was urgent enough that not addressing it could have been detrimental) before I really had a decent foundation in place. Just a thought.