So I have a question for you. Are you finding that you are juggling A LOT right now? Like are you finding it hard to balance the work that you were doing as an individual contributor and the new work that you should be doing as the new manager of the team? Do you wish someone would’ve simply given you a New Manager Checklist?
If you nodded yes, then I want you to listen up!
I think I know what’s causing this issue. It’s something that I see come up time and time again and I’m not going to lie. I was guilty of this for a full year before my mentor set me straight.
That’s right I was running myself ragged for a full year with migraines every other day because I neglected to do this one thing:
I did not properly onboard myself.
That’s right, just like you would onboard any new employee into their role – it’s absolutely vital for you to onboard yourself into your new role. And this requires a number of steps that I’m going to share in today’s video.
I’m going to be sharing a new manager checklist to help you make this transition as smoothly as possible.
Now before you say anything – not to worry it’s not too late to apply these steps now even if you have been in the role for some time. Doing this will definitely relieve some of the overwhelm you might be feeling.
Would you prefer to read rather than watch? Not to worry! You can read the blog post below
Okay! Let’s get started with your new manager checklist!
Step 1 – Define your current role.
So what I mean by this is that you want to document everything you are currently doing on a daily basis.
I want you to take note of:
- The processes you follow
- The tasks that you diligently work on each day
- The people that you work with regularly and how they are connected to what you do
your high level projects
- Any and all specific systems or tech that you use to help you do your work.
The purpose of this step is two fold:
a) When you approach your boss about clarity on your new role, it’s good to have clarity on what you are currently doing
b) When you transition this work to someone else on the team, it’s good to have this documented rather than having to go just by memory and just give vague information
I want you to approach this first step as if next week someone else was going to be sitting in your seat doing what you are currently doing and you couldn’t talk to them.
Ask yourself, what document would you want to hand them so that they would be okay taking over your role?
Step 2 – Gain clarity on your new role
In my New Manager Accelerator framework this is probably the next most important step in the framework after mindset that is extremely important.
So if you don’t have precise clarity around what is expected of you in the new role then how effective do you think you would be at it? You would probably have very little success right?
That’s why you have to seek out as much clarity about your new role and how it fits into the bigger picture of the entire organization.
One of the steps you want to take is setting up one-on-one time with your boss to have a discussion around expectations. It would be a great idea to bring with you some notes from your high level document in step 1 so that you can discuss how much of what you were doing is a priority for you to be working on given the role change.
Now if you want a more in depth training on the questions you should be asking and specific steps you should take in order to gain clarity of the role, expectations, organization, policies, purpose, culture – a detailed new manager checklist, then I highly suggest you get on the waitlist for the New Manager Accelerator program. There is one entire module dedicated to just helping you really understand what you need to know and how you can access that information. In it you will be given a 90 day new manager checklist template.
Step 3 – Plan your transition
Now chances are – right from the get go – you will not be able to hand off everything you are doing.
Making the transition from individual contributor to manager is hardly ever a light switch moment. It’s going to take some time.
But that doesn’t mean that you shouldn’t be planning for it.
Waiting until you have the green light or the official go, is way too late.
So you want to start thinking about WHO on the team can transition into your role, or if you will be spreading out the work.
You want to start thinking about:
- How you will be seeding that person into the role
- If you will be sharing the responsibilities and how
Step 4 – Set up one-on-one time with each team member to discuss the transition
Communication at all times is important, but particularly during this transition. So aim to over communicate.
When change happens, people are naturally weary of the future.
Chatter is bound to be going around on the team anyways, perhaps with a narrative that isn’t accurate.
But when you communicate with the team about what’s happening, add context and help them understand how that affects them then they are far more likely to jump on board.
Note that I mentioned it is important to discuss how this transition affects them. Your conversation needs to be as transparent as possible and it must address the recent change that happened to them as well. They got themselves a new boss! That is a very big change and it should be discussed.
I know I threw out a lot at you and it might seem daunting given that you probably have a lot to do – but you got this! I really hope you found this simplified new manager checklist valuable! And I’m here to support you however I can every step of the way.
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