Hello! I am looking for some advise.

I was recently promoted from a supervisor to a manager. And although that itself is a step up - I am talking over a team and processes that I know absolutely nothing about. I'm confident I can learn this new world but I also know it will take some time.

Additionally the previous manager....wasn't so great. I am finding more and more things every day that haven't been done in monthd - and I'm having to communicate those up the chain. The thing is the answer for these things not being done is the previous manager. And with him gone I don't want all my answers to be "Well he didn't do it" I want my answers and have made my answers - this hasn't been done and here is what I'm doing to correct it.

So 1) does anyone have any advise for learning a new world? 2) does anyone have any advise on taking on a mess and not making all the conversations a bashing session on the previous manager?



Smacquarrie's picture

I am currently going through the same thing with one small difference - the things that weren't done was because the supervisors that had my team were spread too thin.
I have had to step into the roll, learn an entirely new process (I went from electronic after market repairs to mechanical OEM with the same company), learn a new site, and put changes in place much faster than I wanted to.
My employees have been very receptive to these changes, mostly because they now know that they have someone who is looking out for their interests in addition to the company's.
Get out there and meet your team, talk to them, and get to know them. It helps show that you care and allows you to show them what you care about.

delete_account_per_reacher_145083_dtiller's picture
Training Badge


For sure don't bash the previous manager.  People will get the picture.  If they asked why not done previously, you can just remark that you are going a new route.  This is a soft response which is what you want.  Focus on today's results and not on the history.

I'm in the same position and it's tempting and sometimes I have to say I don't know why it wasn't done in the past but going forward this is our process. 

Best of luck!


BZOpportunityManagement's picture

Going through something similar here - although in my case only one of the previous team members are still here (the rest left in short order after the old director). My approach has been to talk about where we need to go, not where we have been. By trying to lead to a new level of quality (for both my team and our role within the company) I have gotten a lot of positive feedback and encouragement across the organization. 

At the same time, be sure to use some time to listen and gather what did work, what didn't, and what has been tried and not worked. Most importantly, make sure you listen to WHY things haven't worked. Then you'll be able to see what cultural barriers you have to success and work ways to either go around or through them, as appropriate.

Best of luck!