In these moments, it is important to remember that you probably have only a narrow view of how a decision was made. Assume you may not have all of the context to know what trade-offs were considered. What you do have is a perspective from higher down in the organization that those not in leadership positions might not have. From that perspective, the best feedback you as the boss can provide to people beneath you insight for the next time into information that would be hard for them to get for themselves in a timely fashion. Focus your feedback on what you observe from your vantage point and concerns you have based on the job being done, never make it personal. As the boss, focus primarily on what you observe rather than on your explanation for the problem and specific steps that can be taken to either be more successful the next time or improve the outcome. Urge new managers to speak up and communicate any non-negotiable rules early before things become awkward. It is much easier to raise concerns early in a casual manner than wait until the issue has been going on for two years. For example, approach a mentee with, “Hey Korey, do you mind leaving your earbuds off when you are in the office? I’m worried you aren’t engaging with your team. If you need some quiet time to concentrate, let’s see if we can figure a way to carve out part of the day so that you can get some time.” Have formal and informal meetings to allow the new managers to communicate their struggles or concerns. Some may feel more comfortable sharing what’s going on in an informal setting. • Formal weekly or bi-weekly check ins with new managers. • Co-develop short term, medium term and long-term goals for new managers and their teams. • Formal or ad hoc celebrations and recognition. • Informal check ins such as stopping by their office periodically or grabbing a cup of coffee together. • Call unannounced on Zoom without needing anything. Call just to check in a say hello. New managers want to be connected to their boss and know their boss is thinking of them. Make it a safe environment for the new manager to ask questions and provide feedback. Welcome candor and requests for help. Management is a skill every manager needs to work on, so welcome feedback from your team on how you are doing and how you can help them. Reinforce positive behavior by giving public praise in meetings whether in person or on video conference. Simply saying, “Joe implemented a new process in AP that reduced the month-end close by one full day” in a team meeting will boost morale, show appreciation and build a new manager’s confidence. Also, including “Good job” in an email response is a simple and effective way to quickly let a new manager know they are appreciated.
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