"You never get a second chance to make a first impression"
We've all been in that position before-----new to a job, an organization, or to a number of people who will be working with and for you. One of the more challenging aspects of working is making a successful and smooth transition into new roles. The process differs from individual to individual as well as from setting to setting. Not only that, it can be impacted by who your predecessor may have been or if you are entering a brand-new position. We all desperately try to shorten the time needed to firmly establish ourselves in the new role. This is especially important given the pressures of ongoing initiatives, the advent of multi-tasking and the development of new projects and programs. Intuitively and instinctively we know we have to get our message out to those we will be working with. And the various methods we use include staff meetings, telephone calls, Email messages, personal visits and individual one-on-one sessions (usually over a meal) both inside and outside the organization. Regardless of the method, we never quite say the same things, the same way to all involved; nor is the message received in the same manner.
"The secret to managing a [baseball] club is to keep the five guys who hate you from the five who are undecided"
Over the years, I have used a process intended to compress the time required for a new manager and his/her organization to function effectively together. It lays the foundation within the organization for open candid discussion while at the same time surfacing issues, concerns, questions and expectations regarding working relationships. I'd like to take full credit for the discovery of the New Manager Assimilation process, but I picked it up from colleagues while working with General Electric Company. However, because of its effectiveness, I have continued to use it to constructively deal with issues that may impact morale and/or productivity before they reach the critical stage. Upon joining TRW, Inc., in the mid-80s, I introduced the process to assist new managers in 'getting up to speed' and learning the culture of their new organizations. In many cases, prior to use of the New Manager Assimilation process, it tended to be more of a one-on-one learning experience and direct reports seemed to 'hold back' until they felt comfortable with their new manager. As a point of reference, I have facilitated the process literally hundreds of times with managers from many different countries, even with repeat requests.
How it works . . .
Before conducting the process, it is beneficial to allow the manager and direct reports to interact in the normal course of work. During this period, opinions, concerns and ideas regarding the working relationship can be formed. After 8-10 weeks, sufficient time should have passed to schedule the process.
A facilitator from outside the organization should be used to lead the multi-phased process.
Phase 1 provides an overview of the process along with the importance of open two-way communication in building and maintaining effective relationships. The manager and his/her direct reports are included in this phase, which lasts approximately 15-20 minutes.
Phase 2 involves developing responses to 6 key open-ended questions. Only the direct reports along with the facilitator are included in this phase. The questions tend to cover personal, interpersonal and organizational aspects, in that order. The facilitator listens to and records the responses surfaced by the direct reports. It is important to note that the responses are generated in complete confidence in order to protect the anonymity of participants. During this phase, the facilitator posts the responses on the walls and restates them to assure accuracy and understanding. This usually lasts 2-3 hours depending on the participants.
Phase 3 includes the manager and facilitator and involves reviewing the responses developed. The facilitator is careful to cover 'what was said, not who said what', thereby reinforcing the confidential nature of the process.
Final phase, the facilitator concludes the process by reconvening the entire group and turns the session over to the new manager, who responds and/or reacts to the information presented. This review and discussion phase generally engages all participants and serves as the basis for prioritizing and action planning to address potential problem areas. This phase can last up to 2 hours, more or less.
Expected outcomes . . .
First and foremost, scheduling this process allows the new manager to set a tone of openness, as he/she transitions into the role. There is a great deal more than merely exchanging information--- there is a clear signal that the new manager is interested in the views of direct reports as well as valuing their contribution as professional colleagues. Participants seem to learn more about one another. This process provides a forum to surface issues and constructive problem solving because direct reports now have greater insight into the styles and expectations of the manager and their peers. The result is more comfort in delivering so-called 'bad news' or identifying problems and issues that require resolution.
In the spirit of continuous process improvement, over the years several enhancements have been introduced to make the New Manager Assimilation even more effective. The enhancements include involving direct reports in creating the types of questions asked to conducting a follow-up session to determine the degree to which positive action occurred from the initial process. No question about it, the New Manager Assimilation process does help bring a team to a higher level of readiness and effectiveness that might otherwise have been possible.
NOTE: To learn more about how the New Manager Assimilation process can help you and/or your colleagues transition into new positions, contact, The PARTNERSHIP---Phone: 216.932.2391, Fax: 216.932.2394, Email: ibrooks@netzero.net
.
