Culture
What To Do When You Get Promoted - Part 2
In this episode of Manager Tools, Sarah and Mark continue their discussion on what to do after receiving a promotion. They share actionable strategies to quickly become effective in your new role and ...
What To Do When You Get Promoted - Part 2
Culture •
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Interactive Transcript
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Welcome to Manager Tools.
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This is Sarah.
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And I'm Mark.
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Today's podcast, what to do when you get promoted?
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Part two up to.
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This cast answers these questions.
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What should I do when I get promoted?
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After celebrating the course,
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how can I be effective quickly after a promotion?
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Are there things I should do once I get promoted?
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If you want answers to these questions and more, keep listening.
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How does an idea go from unthinkable to reality?
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Join Michael Wrights as he explains the Overton window
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and how legal and regulatory changes shape business and society.
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Register now at manager-tools.com
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forward slash executive speaker series
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for our executive speaker series call on October the 18th.
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Now folks, we want you to pay special attention to meetings
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that in your opinion relate to what you understand to be
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the executive systems that run your organization.
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Generally these executive systems are named something that has to do with strategy
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or planning or operations or people.
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And these are, if you've been paying attention,
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the three components of our effective executive conference.
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And they are the executive systems in operation in all well-managed organizations.
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And actually they exist almost everywhere.
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People just don't know exactly what they are.
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They don't name them and naming them is very helpful and well run organizations
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because now you can talk about it and you have a framework for thinking about it.
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And now typically all these meetings, strategy, operations, people, they have a cadence.
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Okay.
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Doing a full Monty on your reviewing your boss's calendar means bring it out
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in weekly increments where you miss, you may miss daily details,
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but you might be able to see a better pattern of recurring monthly or quarterly events.
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I've never had that.
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Some people have told me in the community they like looking at weekly
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because it takes them up a level.
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I've always found that if I'm going through daily, the cadence has hit me pretty clearly.
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But if that helps you, great.
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Go ahead.
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Yeah.
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And folks, we can completely appreciate depending upon your level in the organization
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that quarterly events seem less important to you because your role is one.
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Where you're kind of down in the weeds with the daily stuff.
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But no quarterly meetings are how your organization runs.
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So look for those quarterly events.
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They do exist and they matter quite a bit in terms of the requests that you're going to be getting.
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So no where they are.
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I identify them.
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Yeah.
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I actually had this conversation with a couple of people at a recent conference.
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It was either the effective senior manager conference.
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It might have been the effective executive, but I doubt it because we had a bunch of
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chief executives and higher level people there.
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And so they would have been aware of this.
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But I said, you know, quarterly tends to be how companies run and person said something.
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They said, well, okay, that applies to big public companies because of course they have 10 cues,
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which are quarterly reports that are required by the government's most major governments require.
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Quarterly reporting from companies that are publicly funded through the capital markets,
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while on Wall Street or the Boris or London and Toronto as well.
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Okay, but you think, well, that's how they do it.
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And we read about that on the paper, the journal, what your local newspaper, great.
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That's true.
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But what you don't realize, if your private equity funded,
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they may where we'll be thinking about taking those companies public.
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If you're venture funded, same way they're thinking about already putting in place,
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the systems that they will run on when they get big enough to become publicly funded.
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I mean, while a budget are CEO client,
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and I'm a member of his board at Norley Group,
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reminded me recently begin with the end in mind,
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which of course comes right off.
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Stephen Covey seven habits of highly effective people like we intend to be a public company
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or to be sold and the way companies are bought and sold is they look at quarterlies.
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Then somebody else said, well, like what about private companies or smaller companies?
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And I said, you know, in smaller companies,
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you have to pay quarterly taxes.
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And the owners are probably very concerned about tax issues.
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So they want to know about how quarters go.
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So you should be looking for quarterly cadence.
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In fact, if you find a quarterly meeting,
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let's say in the second week of the first month of a quarter,
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so you think of January for a very March and you think April.
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And in the second week,
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there's a quarterly ops planning review as an example QOPR,
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quarterly ops review, QPR, quarterly plan, whatever,
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there's thousands of different names for them.
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What you then should assume is if you go forward three months from then.
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So it's in the middle of April.
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So January for March is first quarter.
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So April, May, June, that will mean there'll be another,
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another meeting just like this in the second week of July, July,
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August, September, second week of October, October, November, December,
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second week of January.
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That's how things run.
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Okay.
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Next, we want you to modify your own calendar to get in front of the forces that
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affect you.
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Now, you've probably already drawn this conclusion.
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Oh, I get a sense of the cadence.
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That's helpful to me.
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But you also want to modify your own calendar.
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Consider how your calendar should be changed based on what you learn.
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Maybe your staff meetings should be after your boss of staff meeting with
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his boss and your boss's staff meeting with you.
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This isn't always easy.
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And maybe it's not even smart for your team, depending upon some cadence is
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only you can understand, but it depends on how much cascading delegations come
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out of these meetings, right?
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It could be that your boss takes a day to process his boss's stuff.
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And so that boss's meeting is on Tuesday and you start getting it on Wednesday.
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So maybe Thursday morning is a good time for your staff meeting.
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Now, you may say to yourself, well, in my old job before my promotion,
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I always had it on Tuesday at nine o'clock.
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So I'll do it the same here.
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That's fine.
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If in fact that works with your boss's calendar and the boss's cadence,
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but you got to keep those kind of things in mind.
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Absolutely.
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And folks, think about other things.
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I learned this lesson specifically from Trevor Woods.
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I think we've mentioned.
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Yeah.
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In this cast already or in a previous cast.
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No, no.
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When we were great.
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Recently, think about the benefits of coming in early when the boss comes in early.
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Maybe it'll be easier to get five to 10 minutes to ask questions,
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both about current operations, but around swimming upstream.
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And I think that's something that Trevor learned.
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And that if he came to the office really, really early, his boss was there.
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Really, really early.
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Yeah.
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And it was just the two of them in the office that early.
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And he had all this extra time with his boss to learn all this other information
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that others weren't necessarily learning or getting in the same way.
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Because he was there.
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What?
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Think about things like the benefit of staying later when your boss leaves early.
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Maybe you can start preparing and your reviews or plan out the next quality
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initiative or or quarterly breathing, whatever it may be.
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Yeah.
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By the way, I'm going to just mention one of the thing.
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I know Trevor.
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I know a lot of other executives at his level and even higher, although there's not
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much higher to go for Trevor.
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And I know a lot of people who think, oh, my boss is an early.
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I'll walk in and sit down and we'll have a chat.
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Don't do that.
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The vast majority of bosses at higher levels, whether you like it or not or
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high D's, high D's are comfortable with risk.
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They're comfortable with making decisions.
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They like to move fast.
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You'll discover speed will always increase the higher you go in the organization,
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which is counter to the idea that I'm getting paid more.
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My life is a little better.
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But no, things are going to be faster because if the top is going slow,
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the bottom is stuck in neutral and not doing anything.
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So the top has to go super fast.
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Every layer cuts a little bit out of that.
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And by the time it gets to the bottom, it's probably tolerable.
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But if you go into your boss's office and she's in at 630,
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she came in early to beat the rush.
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Okay.
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So in that sense, she's in a rush to get her stuff done before the day
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lose happens.
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And so if you're going to go in early to catch a minute, do this.
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Poke your head in and say, do you have a minute?
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And if your boss says yes, remember that you asked for a minute.
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Don't walk in.
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It has happened to me.
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Hey, they asked, you got a minute, it's 430.
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The afternoon, I'm like, sure, I got a minute and they walk in and they sit down.
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I get this funny look at my face.
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They say, what's wrong?
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I said, dude, I'm going to be honest with you.
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I love you.
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I'll give you a kidney tomorrow.
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I'm in your 2 a.m. club.
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But don't ask for a minute and then come in and sit down because I know what you
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mean is, can I get my foot in the door and then take as much of your time as I want,
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which is disrespectful to my time.
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You're always entitled to time with your boss, even if your boss doesn't know
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what it behaves like it you are.
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You are legitimately entitled to talk to your boss on a regular basis.
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One on one, certainly would help, but a lot of more senior people don't do them.
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That's fine.
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But you're not entitled to do it in a way that messes with their counter.
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So when you say, do you have a minute?
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They say, yes, stand in the doorway and say a couple of quick questions, A and B.
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You're sending them a message that you're being respectful.
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And if they say, no, come on and sit down.
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Let's talk about that.
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That's a completely different kettle of fish than you walking in and sitting down
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first. Learn that lesson now.
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You're great.
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Agreed.
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So this whole exercise will expose you to the rhythms of your org.
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If you work for a smart boss, you'll see prep time on their calendar before
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important meetings.
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You might want to ping and say, I see you've got from prep time on your calendar.
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Needing and then, right?
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One lesson there is you may be asked for data and recommendations related to it
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during that or before that prep time.
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Leave more time on your calendar for that, right?
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Consider moving one of your own trips during that time if you can.
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Tell a couple of your directs, hey, boss is doing a planning session in her
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office right now.
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I may want to move these one on one's a short notice.
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No problem.
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We'll be able to reschedule them.
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Absolutely.
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Okay.
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So no, we've swim upstream.
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We've learned our boss.
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We've learned our organization's cadence.
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Now it's time to learn about your new team.
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Also ask your predecessor for a personal review of your new directs.
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And folks going back to what Mark said earlier, you're also going to simultaneously
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ask HR for everyone's personnel packets, including performance reviews and
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resumes, however current they are, and they might not be current at all.
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You still want them.
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So you can put all these things together.
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The personnel review from your predecessor, plus all the stuff that you got from
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HR and folks not asking for this is a classic miss.
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People don't understand what the manager knows that the organization
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doesn't about folks background and skills.
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And we always ask about risks or bad relationships or sore spots for an
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employee.
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Maybe there's bad blood between two of the people on the team and
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knowing that would be helpful.
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And some people, some predecessors may not give you that level of
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detail, but we would suggest it's important enough to ask nonetheless.
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Yeah.
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Good.
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Next on the list, announce one on lines before you start.
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So once you know you're getting promoted, it's been announced, but maybe
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the job doesn't start until Monday, send an email to your directs and
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announce that you're going to be doing one on ones with them.
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And remember now if you're now a director or a senior director, whatever,
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you can insist on everyone who is a manager beneath you in your
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organization to manage the way you do with whatever your implementation of
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the manager tools Trinity is.
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I know that people talk about managerial style.
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It's a horrible phrase that has misled millions of people for hundreds of
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years.
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You don't get to have a managerial style.
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You get to manage the way you're part of the organization is managed.
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And so don't wear around say, look, I'm going to do one on ones with you.
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You're going to experience them if you haven't already.
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And then I'm going to have you doing them and then I'm going to do feedback
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and you're going to do feedback and so on.
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Yeah, folks, I presented the effective senior manager recently.
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And one of the things that we talked about extensively is this idea that
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when you're managing managers, it is assumed by the organization that
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you have got a proven method for knowing your people, talk cable performance,
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asking for more and pushing work down.
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And not only is your method proven, it is one that is repeatable by you and
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teachable by you to others so they can then repeat it.
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The way I think about it is you're no longer managing every one of the team.
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You're managing some people through others.
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So you want to make sure their way works.
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It's not just their natural style with which they're leading.
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I just had lunch with an HR, the head of HR for an organization and
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the chief executive has one of his directs not doing one on ones with ten of his
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directs and the chief executive is sort of holding off on holding them accountable
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for that.
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Right.
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Doesn't want to insist.
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Great guy.
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Love and to death.
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And you know, the HR person was says, how do I hold that manager accountable?
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And I said, actually HR doesn't hold anybody accountable.
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The chain of leadership, the chain of authority holds people accountable.
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So you've got to talk to your chief executive as a staff person and say,
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you got to hold the accountable boss.
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It's up to you.
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Absolutely folks.
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It's entirely appropriate in this situation to insist on your direct starting
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their one on ones with their directs pretty quickly.
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Like not delaying, but you do need to first brief them on how to do them.
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So there's going to be a little delay due to education.
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Time.
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Let's call it.
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But yeah, we would recommend that you get this moving quickly as well.
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Yeah.
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You'll also want an operational review from each of your directs about what
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they're working on and status and so on.
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And you might think, I can do that on my one on ones, but you probably can't.
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Okay.
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So for each of your directs, schedules separate from your O3s in the first
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couple of weeks on operational review where they brief you on their team members,
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their projects, their status.
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Look, if you want, you can create a simple PowerPoint or other template,
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whatever you like, what you want them to cover depends on your estimation of
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their capability to do it without the guidance.
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I will say that if you make it into a PowerPoint, they're going to feel like
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it's presentation.
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Whereas if you just give them a word document and say, here are the five topics
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I want you to cover, they wouldn't have to send it to me in advance.
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You might like it in advance to review it.
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But I would probably not do that.
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I'd say here's a template, fill it out as best you can coming in brief me
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all take notes and ask questions and so on.
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Yeah.
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Perfect.
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All right.
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We're going to then tell your team how to work with you.
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And folks, there is an executive tools cast about helping your direct work
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with you that has been so well received that it's become a whole of fame cast.
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If you're not an executive tools licensee, we encourage you to become one.
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But again, we're going to share some of the highlights here.
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One fast way to do this about teacher team about working with you is to create
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a working with me or how to work with me guidance document for everybody in your
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work.
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And by the way, not necessarily just your directs.
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And then we recommend after you create it and we're going to give you an
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outline here that you brief them on it and go over what you think are the
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high points and then encourage them to ask questions.
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Exactly.
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All right.
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So we'll give you that a little.
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A little malgommation of the working with me documents that we've seen in the
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past that we thought.
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Yeah.
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Specifically.
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But you can't use this because it's not you.
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You have to substitute you in there.
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Yeah.
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You have to make it your own.
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One of the first topics that we'd encourage you to include is a little
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about me.
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That is share where you're from where you went to school, what you studied.
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Maybe a brief overview of your career.
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If you want to attach your CV, you absolutely can.
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It's not necessary.
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It might be more than is really helpful.
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The idea here is helping them learn you and a bit about your background,
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not seeing the nuts and bolts of your career per se.
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Yeah.
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Next, tell them about your family.
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If you're married, say so, share your partner's name.
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If your divorce, say so.
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Okay.
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That's okay.
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If you've got kids in your divorced and you're sharing custody, you can
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mention that.
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Okay.
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If you make time regularly for your kids, say so.
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If you say four o'clock on Tuesdays, I go coach soccer, you know,
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when the cats away, the mice will play, but you know, I don't want you to
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worry that I'm cutting out early.
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I'm cutting out early for my kids and my kids matter.
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If you pick up from day care on Tuesday, share that.
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Doesn't have to be much.
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Yeah.
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Absolutely.
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Absolutely.
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Maybe you have elderly parents living with you.
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Yeah.
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Share that.
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Share that.
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Absolutely.
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That's great stuff to share.
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Then there is communication and communication tools.
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So what we'd suggest is you share how you do email.
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So for instance, you could say to them, I only do email three times a day
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when it's on my calendar.
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To me, email is not urgent and I don't treat it as such.
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You could say, I like bluff stands for bottom line up front.
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Don't send me 12 paragraphs of email with a question buried in paragraph 11.
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You could say, don't expect me to open up all of your attachments.
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Or if you see me on something, the rule is say I can assume there are no
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deliverables in it for me and I'm only going to read it at the very end of the day.
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I had somebody ask me, how do you keep track of the CCs?
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I said, I don't my system does.
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If I'm CC, it goes in the folder called CC.
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And that's the one I read right before I go home.
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Not hard.
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Yeah, exactly.
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And there are people go, no, no, no, our organization is an email culture.
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Trust me.
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You can do this.
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Yes, your boss may insist that you read her or his emails immediately,
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dumb urgency, but whatever, even though they're dumb, doing a dumb thing,
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there's still your boss.
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And so you should have a special folder just for your boss.
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Right.
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Like a V.I.
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folder.
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Right.
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Generally on most email clients, there's a chance to separate folders and you
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should have a folder called boss.
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Yeah.
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Boss VIP.
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So that you look at that one more often.
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And folks, it's certainly easier to follow this guidance that only reading
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CCs once a day, kind of guidance.
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If you've communicated it in advance and people aren't shocked or surprised
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at the fact that it's going to occur.
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And that's what we're trying to do here and share what you think goes in
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email versus Slack versus teams versus a telephone call.
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All of those things have different degrees of urgency.
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And I would assume my, I know I do.
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We all define them differently.
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Like to me, a telephone calls the most urgent.
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Yeah.
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I think that's probably true of most, but I, and I don't think a Slack message
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is urgent at all.
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It doesn't matter the most that gets some people like no, no, no, no, no,
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teams is absolutely the most urgent.
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Like no, dude, sorry.
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Well, certainly in the executive world, that's not urgent and email that's
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urgent.
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Somebody says this is urgent.
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There's actually a talkal you could switch on saying this email is urgent.
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It's like, no, dude, really?
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No.
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That's like, no, black is not white.
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White is not black.
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I have a funny story about that when Mike was leading a very large 600 700
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personal organization at MCI before actually when he was a client of my
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previous consulting from horsemen company, he would get a daily 30 minute
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voicemail from one of his people giving a status report.
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Now Mike loved daily status reports on this project because it was
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important, but it was 30 minutes long.
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And finally, he saw the guy and the guy said, hey, did you get my
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voicemail?
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And of course, he said what I say when people ask me, did you get my email?
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Email works.
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So I always say yes.
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But then I also say, I probably didn't read it.
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And he says, yeah, but I got to tell you, dude, I'm not listening to it.
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It's 30 minutes long.
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I don't have time.
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I don't have time.
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Can you just give me an executive summary?
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And the guy says, well, there's more to it than that.
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He says, fine.
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Give me the one minute, 90 second, two minute most executive summary.
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And if I want to listen to the rest based on the summary, I will feel free to
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give me the summary.
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You just got to give me some executive overview of what's going on.
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And the guy's like, okay.
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And then for the rest of the time, Mike got what he needed and every once
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while I had to listen to more.
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And it was fine.
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But the guy didn't know any better.
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Just giving people those kind of guidelines, the way you think about stuff,
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just makes it so much easier.
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Perhaps their previous boss says I want a 30 minutes.
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Yes, exactly.
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Maybe the previous person asked for that.
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You don't know.
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Yeah.
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And for some of you younger people, we've been reading that, oh, you know, younger
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people are uncomfortable on the phone.
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The phone is an important, actually, the Welsh Journal had an article where young people
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are uncomfortable, so uncomfortable talking on the phone.
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They'd answer the phone because they know it's somebody at work.
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But they don't say anything.
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So we had to teach them that you have to say hello or Mark Horseman or something like
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that.
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Don't say Mark Horseman if you're not Mark Horseman.
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Yeah, don't say that.
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That's weirder than saying nothing.
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Right.
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But phones matter.
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Okay.
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And you have to learn how phones work.
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And leaving long voicemails for people is probably not good.
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It's a short voicemail followed by, I've sent you a team's message or I've sent you an
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email with more detail about this because voicemails get full.
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And I've had situations where my voicemail got full while I was on a plane because people
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left me several people left me seven, eight, ten minute long voicemails.
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And I can read much faster than I can listen.
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Tired of just managing?
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Ready to truly lead?
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Prepare yourself for the change from frontline to senior management now with our effective
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senior manager conference.
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You'll build executive systems and learn how to manage through layers with clarity and
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Next is after comms is people tools.
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Talk about how you do one on ones or don't mention them if you don't do them.
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I don't know why you wouldn't.
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If you do them and you intend for them to do them do so soon, tell them I will be doing
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them and I'll be expecting you to do them as well.
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If you use other manager tools tools like feedback or coaching or delegation, mention
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it.
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You might give them an example and a link to the cast if you want them to learn about
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it.
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If you want, tell them if they want to give you feedback, it should absolutely be verbal
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and in the form of recommendation, don't use the feedback model upwards.
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You probably have to say now that you're becoming an executive if you're managing managers,
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how important delegation is to you.
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If it's not important to you and you think of yourself as an executive, you're doomed.
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You're doomed and you've gotten your pass for as long as possible.
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You're a do it all yourself kind of person great for you.
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Now if you're managing managers and I know maybe you're not, you've just gone from
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individual contributor to manager.
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But if you've gone from manager to senior manager manager director, delegation is now
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part and parcel of who you are.
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Absolutely.
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What takes us then to to meetings, mention any standing meetings you've got like like
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your staff meeting for example and how you plan to run it like I plan to have ground rules.
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There will always be an agenda.
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We're going to start with a briefing on our goals.
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What have you and talk about or tell them about standups if that's part of what you do
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and how you lead your team.
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If you have an admin, share that you and that admin do a daily operational standup as well.
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So that they know there's going to be a part of the morning there where you're kind of
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unavailable and it's because you're getting yourself ready for the day.
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If you have a block of time in the morning that you consider your admin time and that's when
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you get your thoughts together and you're happy with them dropping by, you can say that.
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Hey folks between seven and eight every morning, I'm doing my admin stuff getting ready for the day.
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If you want to drop by, I'll be here like anything like that.
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Yeah.
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In fact, if you have an admin, you don't will better tell them.
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You may be a manager and he or she may be an individual contributor, but she works for me
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and you should speak to her like you would to me and what's more, she speaks for me.
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If she tells you tomorrow's Christmas, you can get your stocking ready.
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Great execs take very good care of their admins and the better relationship you have with your
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boss's admin the more time of your boss is you'll get.
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You'll also want to share about your operating system.
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Share with them how you intend to integrate what you do with your orgs planning into
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surely what is the quarterly planning systems of the company.
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Standing quarterly meetings may be rough agendas and so on.
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You may want to schedule the first one so they know about it and send them an example of an
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old agenda so they know what they're in for in six weeks or two months whenever the quarter comes
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around.
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And then ultimately we get two performance management and communication systems.
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Folks, we should agree on measures and we should talk about those measures constantly.
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None of us like being surprised.
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You don't like being surprised.
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So it's better to see things coming and that comes from reviewing what we know that we are to be doing.
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You'll hear me ask if I can give you feedback.
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If you use our model.
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Yes, you'll hear me ask if I can give you feedback and tell them I will try and do it a lot.
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I talk about performance on a daily or weekly basis because again no surprises and people who
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want to be excellent crave performance information.
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You can let them know I do quarterly scribbled reviews and mid-year handwritten reviews.
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I don't mind mistakes.
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I mind a lack of communicating about mistakes.
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Tell them things like I love deadlines and I don't like deadlines being missed.
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Who does what by when is my mantra?
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And don't let a meeting end without clarity on deliverables and don't miss a deadline
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without alerting whomever you owe it to before it's due that you might miss.
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Yeah, these are the only highlights guys and you may have a little different flavor to your
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professional approach to management and that's okay. We respect that.
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But you owe it to your team to tell them about it.
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You know it.
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Tell them about it.
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Let them adjust.
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Let them have a chance to be a good supportant, a good direct report with you.
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And again, these aren't your highlights.
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These are more of ours.
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Yeah, these are ours.
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This is a template to make your own.
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Yes, that expectations folks.
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I can't tell you how many times I firmly believe that a clear setting of expectations
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at the beginning would have alleviated all of that experience at a later time.
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That's why we do the first meeting with new direct series, right?
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Just get out ahead of that stuff.
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Otherwise, you're having to give some more negative feedback than is deserved.
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And that's because you didn't do your job by letting them know what was important to you.
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So start there.
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Good.
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All right. Do you want to summarize?
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Sure. Yeah.
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Folks, when you get promoted, you have to manage the transition.
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You can't just forget about your old job and focus on your new job.
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It's not two steps, old job and new job.
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It's really think of it like three steps, old job, transition and new job.
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You want to help your successor by preparing information that will help them take care of your
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former team. And before you're in a new role, learn about its standards and about its processes.
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And start creating or improving upon the new relationships around you,
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especially with your new boss.
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Yeah.
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Oh, that was a good one.
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It was. It was really good.
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I'm really good.
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I like to thank you, Mark.
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Thank you, sir.
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Thanks, folks. We hope this helped you.
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Now, help us help others and tell all your friends.
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And of course, follow, rate and review our podcast.
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And remember, five stars only, please.
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Bye, everyone.
Topics Covered
promotion strategies
effective leadership
executive systems
organizational cadence
team management
quarterly planning
boss's calendar
staff meeting optimization
performance reviews
communication with executives
effective executive conference
manager tools
professional development
HR personnel packets
meeting preparation