get done and jot down short-term goals that will help you reach your
long-term objectives.
Build productive relationships
Meet with your staff as a group and on an individual basis to set
expectations of how you'll work together and communicate moving
forward. If you have an open-door policy, set clear parameters for
what that means. Can staff approach you at any time or are their cer-
tain hours that it's OK to stop by your office with questions or con-
cerns? Is it best to email you with the understanding that you'll
respond within a reasonable time? Let staff know that you'll set clear
objectives and goals for them to meet and outline the support you
expect them to provide on a daily basis.
In other words, start to build new relationships with the people you
used to work alongside. The nature of those relationships will depend
on the approach and personality of each staff member, but, regardless
of your past experiences with individuals, move forward with partner-
ships built on trust, communication and results.
Your staff can make or break your success as a leader. Make sure
you start the collaboration off on the right foot. Many people fail in
jobs because of poor people skills. Don't let your focus on learning
the ins and outs of your new job keep you from the equally important
task of building productive relationships with those you work with.
That will help you be more successful, and your job will be easier and
more enjoyable.
Learn new skills
You might have thought this would be closer to the top of the
list. Many new managers try to learn as much as possible as quickly as
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