Action Insight Inc

With duplicate departments in two different cities and one manager retiring, both departments were consolidated under Russ’s responsibility. Yet, the new group resented Russ and hindered his original department’s effort.

What to do? In our rapidly moving world, new managers are expected to hit the ground running.

With a little investment of time, Human Resources can significantly reduce the amount of time it takes subordinates to overcome issues and concerns about new managers in any department. This process was originally pioneered at General Electric.

THE PROCESS – Phase I

First, the new manager must agree to participate in the process. The facilitator explains how the process will work, the expected benefits, and the new manager's role in the process.

Step 1: The new manager is presented with four questions for his/her consideration:

1. What do I know about the team?
2. What don’t I know about the team?
3. How do I like to operate?
4. What concerns do I have?

Step 2: To begin the meeting, the new manager should lead off by stating his/her endorsement for the process. The manager then leaves the facilitator and the staff to begin the process.

Step 3: The facilitator reviews the steps of the process and establishes a rule that any and all comments and contributions made in the meeting are to remain anonymous.

Step 4: The facilitator then provides the staff with a list of six questions that they will discuss as a group. These are taped to the wall on six separate sheets of flipchart paper.

1. What do we know about him/her already?
2. What don’t we know but would like to know?
3. What concerns do we have about his/her coming?
4. What should he/she know about us?
5. What problem will he/she be facing?
6. What things are going well in the organization?

Step 5: Starting with the first question the facilitator begins gathering contributions from each staff member. (As the group proceeds through the questions, it is okay to go back and add additional contributions). Once all questions have been addressed, the facilitator can ask for a final review of all charts by the group to determine if additional input is appropriate.

Step 6: The facilitator takes the data and reviews it line by line with the new manager for the purpose of assuring clear understanding of the group's thoughts.

Step 7: In a second group meeting, the new manager, his/her staff and the facilitator, discuss the data from the first meeting. The new manager now needs to address the questions and concerns while encouraging an open dialogue. Emphasis is now on openness, candor, and constructive team building.

Step 8: Have the data from the charts typed for future review.

Phase II: Optional follow-up (usually scheduled six months following Phase I)

Step 1: Utilize the general sequence in Phase I.

Step 2: To abbreviate the process use the following questions:

1. What is ____________ doing now that we would like him/her to continue doing?

2. What should ___________ stop doing?

3. What is ______________ not doing that he/she should start doing, or doing more of?

Moral: A better understanding by the new manager of issues and concerns of the existing staff can quickly jump-start the new leaders effectiveness. In addition, the existing staff will understand where the new manager is coming from and where he/she wants to go.