Boss suggestions

[bex77]

I need some advice on how to endear myself to my new employees on my first day of being a new boss next week.

As you may have gathered, Harvard U. is in the midst of a "reduction in force." My office is losing half our staff next week. Both my immediate supervisor, and her boss, the director, are leaving and not being replaced. So I'll take on supervision of two people I have not officially supervised before. I worked along side them, so this is a matter of slightly changing our interaction, rather than a completely new situation.

So I want to start off in a good way, let them know I plan to be a good boss, support them, protect them, etc.

I plan to bring in food. And have a chat to state my intentions and ask if they have any questions. But I feel like there is more I could do. I can't give them a raise, as we're all union employees. But what else would you recommend? Things that you'd like to get or hear from your new boss on the first day?

Comments

[saxikath]

Say something that indicates that you know this is a difficult and awkward situation. Acknowledgement of that can mean a lot.

Ask them what they want to accomplish. What are their goals? What support would they like?

Just a couple of thoughts.

[wellstar.livejournal.com]

Ask them what they want to accomplish. What are their goals? What support would they like?

I think these are good questions to ask, but with a defined follow up time period to check back in about answers. I feel like I always get asked questions like these on the spot and I don't think of what my real answers are until a week alter. And by then I've lost my chance to say anything.

I agree with other people's comments as well. One thing I don't see explicitly addressed in the comments below is laying out the channels for dealing with complaints, problems, etc. Best analogy I can come up with is the Festival Director speech at the beginning of the one-acts process, where (s)he runs through the chain of command in case there is an unforeseen problem or conflict. Nine times out of ten the system doesn't get used, but when it's needed it's essential that people already know it's in place and not have to go looking for it in the heat of the moment.

Good luck.

[muffyjo]

What kind of comp-time alternatives are you authorized to perform? That might do in lieu of raise powers.

And yeah, asking what their goals are and how you might be able to help them achieve them could be interesting. (Of course, if they tell you they want to run off and join the circus, that could be a bit of a problem.) Let them know how they can help you to look good, too.

What things do you like in your bosses that are good? That they support your ideas, that they give you flexibility when you need it, that you are trusted to do well at what you do and that you use your superpowers for their good. So turn around and work with those.

[antikythera.livejournal.com]

Acknowledgement of the anxious-making situation, yes. The most comforting thing my boss said when we were downsized and had an uncertain future was that he'd let us know stuff as soon as he found out. (The announcement that we were losing two junior developers and that my hours were being cut in half had come very suddenly, so we were all on edge.)

[dpolicar]

Things I like to hear, and things I try to communicate when I'm the boss:

- What the boss expects. Even if it's just "keep doing what you've been doing", it's good to establish that.

- What level of status reporting the boss wants. "Let me know if you have a problem, otherwise I assume everything's fine"? "Drop me a status report every week"? "Get my OK before taking on any new tasks"? Etc.

- A regular opportunity for one-on-one discussion, without the need for a problem to be resolved. Even if it's only 15 minutes a month, it's useful.

- What are the most important issues for the employee to see addressed? (aka What are their biggest pain points?)

Some of this might be moot in this case, since it's not an entirely new situation.

[kalibex.livejournal.com]

An awkward time, when the reporting structure is changing and shifting around...

I'd say, making sure they are clear on the new structure, and are also clear on what level and frequency of reporting you want back from them should be reassuring to them.

Also, you might want to friends-lock this entry.....

[lordfeepness.livejournal.com]

Sorry to hear that all this happened!

I've been in the situation a couple of times of being promoted to a position of managing people who used to be my peers, and it's not easy. I can give you a couple of pieces of advice from my own experience, though:

- Don't expect instant respect. It's hard for your former peers to adjust to you being the boss, too. Be sure to ease into the role and not make sweeping changes early on; your voice will have more and more authority as time goes on.

- Don't expect to have the same relationship with your co-workers that you used to. This was a bitter pill for me to swallow; both times this happened to me, I thought I could keep joking around with all my former peers, hang out with them at lunch, and so on. That lasted until about the first time I had to write somebody up. :-( Not a fun part of managing, but your relationship with those co-workers will also change over time.

Anyway, you may already have realized this, since you have much better people skills than I do. But this is the stuff I wish I had known when I was promoted. So, my two cents. Good luck!

[plumtreeblossom.livejournal.com]

I would set up a short meeting with each of them, to praise their work and give them encouragement for going forward. You can let them know that you're always available to talk, and that you look forward to making this new reduced environment work out well. I know if I were in their place, I would definitely want assurance that I will be heard.