1. The First 30 Days: The 5 Things Every New Manager Should Implement

2. The First 30 Days
The first 30 days of a new manager are critical since the characteristics of the inter-company and inter-unit relationships are established.
After the first 30 days, it becomes harder to change the already-formed conceptions.
A new manager should be very sensitive towards any kind of dynamics within his/her unit during this period.

3. High 5’s Top 5 Ways to Ensure Success
We have focused on five topics to evaluate:
Establish Your Network
Know the Team and Business Dynamics
Create an Open Door Policy
Establish a Leadership Style
Master Negotiation Skills
We will answer the following questions:
Why are these important to a new manager?
What needs to be done in order to implement them?
How can these implementations be lasting?

4. Establish Your Network
Why?
Relationships bring organizations to life
Within our networks, we find ourselves. Relationships facilitate and hinder our individuality (1)
What?
First impressions – They can be lasting ones, yet employee orientation is often one of the most neglected functions in the company
Orientation to the Company - The more effectively you are able to communicate your vision to your new employees, the quicker they can become important contributors to your organization’s success
Orientations should be extended to encompass a full 30 days of integration into your company (2)
How?
Establish good communication skills face to face and electronically
Provide constant feedback to employees
(1) Organizational Communication, Connectedness in Action, Cynthia Stohl, Sage Publications, Thousand Oaks, CA,1995
(2)

5. Know the Team and Business Dynamic
Why?
Make the right decisions for the business continuity
Set the road map for the team and business to achieve the purpose of the manager’s hiring
Realign the team
What?
Current operations and business
Management goals & objectives for the team
Team dynamics, peers and culture
How?
By seeking presentations and demos and reviewing documentation to understand the business and its operations
Meet with team members, peers and the management
Initiate changes in the team to meet the objectives and goals

6. Create an Open Door Policy
Why?
To address problems and share suggestions directly with the manager (1)
Creates an open environment
Makes staff aware that feedback can go both ways
Promotes “Relationship Building” (2)
What?
Establish as the style from the outset
Organize employee meetings
How?
Keep office door open
Be direct
Create different means of communication
(1) “Open Door Policy" A Dictionary of Human Resource Management. Edmund Heery and Mike Noon. Oxford University Press, Oxford Reference Online. Oxford University Press. Harvard University Library. 5 May 2009
(2) < Managing Human Resources in Information Technology: Best Practices of High Performing Supervisors, Human Resource Management, Vol. 46 Issue 3, by Debra A. Major, et al., 2007

7. Establish a Leadership Style
Why?
To be a successful and influential manager
Success or failure during the transition period is a strong predictor of overall success or failure in the job (1)
What?
Set foundation, rules, and organization’s direction
Gain credibility & build momentum for future achievements
How?
By being consistent, fair and open-minded
New leaders must get early wins that build personal credibility and political capital 
(1) Michael D. Watkins, First 90 Days: Critical Success Strategies for New Leaders at All Levels

8. Master Negotiation Skills
Why?
To produce the best possible terms of an agreement both at the personal and organizational level
“The reason you negotiate is to produce something better than the results you can obtain without negotiating.” (1)
What?
Make powerful first impressions by casual & friendly introductions to your staff (2)
Be interested in them “individually” (3)
Make them feel “valued”
Integrate everyone into the agreement
How?
Seek out trust & involvement by
Communicating well through transparency
Disclosing enough information
Being open to criticism, using it constructively instead of taking it personally
Keep up with structured, periodic feedback sessions and one-on-one meetings
Have an emphatic approach towards your staff
Set clear goals and objectives to clarify your expectations, thus to impede conflict
Insist that the agreement be based on objective criteria (1)
(1) Getting to Yes: Negotiating Agreement Without Giving In, second addition, Roger Fisher, William Ury, Bruce Patton. Penguin Group, Inc., 1991.
(2)
(3)

9. Conclusion All in all, to be a successful manager, one needs to:
Build a strong network and form relationships
Understand the team dynamics and the corporate culture well
Establish an Open Door Policy to facilitate better communication and develop trust
Set a clear outline of his/her leadership style to clarify expectations
Build a well-performing work environment by practicing good conflict resolution skills and creating win-win situations through fair negotiation techniques

10. Following these guidelines will ensure a High 5
Following these guidelines will ensure a High 5! and continued success for the new manager