A manager who has succeeded in making a successful start at a new job needs to consolidate the benefits gained in those first few weeks. To maintain that momentum, here are some further suggestions…

1. Seek out a mentor.

Ask for or identify a superior or colleague who can ‘show you the ropes’ and assist you through the first few months. Stay in contact with this mentor and take the opportunity to learn. Your mentor will acknowledge your enthusiasm, recognise your ability, and be eager to continue this working relationship.

2. Listen to what others have to say.

It’s been said that listening is 50 per cent of our education – so listen more and talk less. Use speech to post winners, not to attract attention. Accumulate information and use it to your advantage. Your aim should be to ask smart questions to find out what you want rather than let everyone know how much you think you know.

3. Adapt to the working style of those around you.

Without compromising your personal and professional standards, you should fit in with your new colleagues and staff, at least in the early days in your new position. If, after observing your new organisation during the first few months, you find a change of style is necessary, you can bring about the change in an appropriate way.

4. Specialise.

Stay out of other people’s patches; let your staff members get on with their jobs without necessarily involving you. Being a manager does not mean that you must neglect your own talents. Create winning ideas in your area of expertise. Use your talents to become recognised as an expert in your field of interest.

5. Respect the efforts of your support staff.

Get on the good side of your secretarial and support staff right from the start. If you treat them with consideration and friendliness, they will always be eager to help you. Do not make unrealistic demands on them; don’t harp on clerical errors; and don’t demand impossible deadlines. Remember, the receptionist may one day be able to give you the most important piece of information of your life; and that new junior clerk in the back office may one day be your boss.

6. Pick the brains of your peers.

Your fellow managers may hold many of the parts missing from a full understanding of your new position. Get to know them informally and socially. Ask for their help to learn how the organisation works. If you make your peers understand that you need their assistance, that you know less about the organisation than they do but need to know more to become a good team member, you’ll find that they will help. They won’t mind you, as the new guy, asking for information.

7. Focus on developing your management skills.

Developing, honing, and using the essential skills of management should remain foremost in your mind as you settle into your new position. The key areas include these:

  • Communicating: expressing yourself concisely, clearly, regularly, and persuasively.
  • Decision-making: developing the confidence and analytical skills to make timely, incisive judgements.
  • Motivating: knowing what your staff can do, making it clear what you expect from them, enthusing them to maximum effort, and rewarding them according to their contributions.
  • Problem-solving: adopting a logical and creative approach to dealing with the problems that will confront you daily.
  • Listening: listening to ideas, acting on them, hearing what others say, showing interest, letting people feel they have made important contributions.
  • Self-managing: achieving control over your day by managing time, handling paper, simplifying the workload, and coping with the stress that shadows the managerial role.

8. Strive for an early success.

People make judgements on first impressions and early successes. So, choose an area that will clearly qualify as a ‘success’, with the minimum amount of team effort and little risk of failure – something never previously attained that would make the team feel good. Make it a modest objective, something that could come to the attention of people who are important to your unit, both inside and outside the organisation – for example, launch a new product successfully; remedy a costly mistake inherited from your predecessor; hit a higher level of monthly sales; improve the quality of service in an important and measurable way…

9. Take your time – be patient.

Unless you’ve been instructed to bring about change overnight, demonstrate your capabilities over time rather than try to hit full pace on the first day or during the first week. Tread lightly, one step at a time, and maintain a good sense of humour. Take all the time you need to get all the knowledge you need – about the business, your employees, your work, and the jobs you have to delegate. Only then can you give your people the time and attention they need to work well.


Here at Global Training Institute we offer a wide variety of qualifications as well as short courses to suit your needs. Wanting to delve deeper into management? Some of our courses include Diploma of Civil Construction ManagementCertificate IV in Project Management PracticeDiploma in Project ManagementCertificate IV in Frontline ManagementDiploma of Management – Business Management and the Advanced Diploma of Management. Some of our short course also include Change Management Skills, Job Search Skills, Personal Productivity Skills and many more!

If you feel that this is something you’d like to know more about, please contact us on freecall 1800 998 500 or email Anne at [email protected]