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Most new managers have setting clear expectations and being mindful of micromanaging at the top of mind. That’s great, but this doesn’t begin to cover what new managers face. Proving yourself, building trust, getting priorities right, and much, much more.
Whether you worry that you’re in over your head or are wondering what qualifies as an overstep, keep reading. Today, we’re sharing what to do in the first 30 days as a new manager (as well as giving you a heads-up about some trapdoors).
Dos and don’ts for new managers
Let’s start building momentum. Here are some essential actions to take and considerations to bear in mind as you position yourself as an effective team lead.
DO: Dive into 1:1s.
Establishing weekly one-on-ones isn’t just good housekeeping. It’s the best way to connect with employees on a meaningful level. In these meetings during the first month, your objective should be to gain a sense of someone beyond their job role.
Here are a few example questions to add to those conventional 1:1 queries during your first month:
- How do you prefer to receive feedback?
- Are there any changes you’re hoping I’ll make?
- What skills are you looking to develop?
DON’T: Take the initial impact personally.
Even if you weren’t promoted from within, your position can change team dynamics. Change can put employees on edge. They wonder if their role is ripe for a switch, too. No matter the circumstances, don’t internalize it. Consider the first 30 days an adjustment period, attitude-wise.
DO: Observe, stay present, ask questions.
Want to be seen as approachable and trustworthy? Then you shouldn’t have all of the answers. Good leaders don’t assume or behave as if they know it all. The first 30 days as a new manager are your best time to watch and learn. Then, ask:
- Does this team usually collaborate this way?
- Who is the best person to resolve this issue?
- What are this project’s top priorities?
- Can someone walk me through the reasoning for this process?
- Is there a standardized approach for this task?
If you want to make changes and improvements, you have to do your homework. They’re more likely to be well-received and fully adopted when you’ve built a logical case for doing so.
DON’T: Try to do your old job.
New managers promoted from within need to delegate their former tasks to others. This is the biggest cause of burnout among fresh leaders. Let your old role be someone else’s growth and development opportunity. Mentor them in doing so, if possible.
New managers coming from elsewhere need to proceed with caution when implementing methods from their last job. Don’t immediately assert your preferences; apply them strategically.
DO: Model a leadership style you plan on sticking to.
The unfortunate truth is that the first 30 days of 1:1s and smiles and constant contact are just a honeymoon phase at many organizations. We have a way to sustain good vibes and a consistent connection coming up, but in general, it’s good to enter the room as yourself.
The company’s core values should be the first guiding force. From there, the first month should set the tone for how you’ll lead daily:
- The degree to which you involve employees in decision-making
- How much freedom or autonomy employees can expect
- Being involved in serving team needs vs. simple supervision
- The amount of inspiration, motivation, and recognition you’ll provide
DON’T: Play favorites.
Some people will be more amenable to you in your new position. It’s easy to favor people who are more comfortable with you. And if you were promoted from within, you might have some old friends around.
It doesn’t matter if they’re managing up or just want to make you feel welcome. Any signs of favoritism in this first month will be a barrier to connecting with everyone.
DO: Pursue quick wins.
In the first month, we’re info-gathering, asking questions, and seeing how we can best improve upon what we walked into. How can we demonstrate that we’ll be a productive force for good in the meantime? By securing a few easy wins or making low-risk offerings:
- Improve a communication issue. Long meandering meetings, excessive emails, or cross-department disconnects. Pick one and fix it right away.
- Act on employee feedback. Employees don’t supply useful, honest feedback when they feel no one’s going to do anything about it. Address and resolve a common complaint in the first 30 days.
- Offer an optional opportunity. Instead of pushing a new tool on everyone, invite them to learn more about it. Instead of forcing a new team ritual, hold a voluntary team-building exercise during a break. Reduce pressure and watch engagement increase.
DON’T: Hesitate to help build a culture of recognition.
Entering a management position is a fresh start for everyone involved. Don’t miss this opportunity to make recognition a natural feature of what it’s like to be on your team. Peer involvement will make it more authentic.
Building a recognition program doesn’t have to be a larger, more strategic initiative that you spend months implementing. In fact, it can be done for free in two simple steps. A shoutout channel creates more connections, keeps positivity flowing, and yes, secures that easy, first-month win.
Find your footing with HeyTaco
Recognition doesn’t just get employees on your side; it puts everyone on the same side. HeyTaco is low-pressure, gamified recognition built conveniently into workflows. It makes the good stuff stand out.
“It is a quick and easy way to show recognition and celebrate teammates. Initially, I thought it might be cheesy, but when you are able to acknowledge more wins throughout the organization, they quickly become meaningful.”
- Elaina C., Compliance Manager
Start HeyTaco for free in your first month.
First 30 days as a new manager FAQ
What is the 30-60-90 rule for a new manager?
The 30-60-90 rule lays out a basic framework for settling in as a manager. The first 30 days are focused on learning; days 31-60 are for planning and collaboration; and days 61-90 are about implementing strategies formulated over the prior few months.
What should a new manager do in the first 30 days?
Hold 1:1s with the team, and create a cadence for continuing this. The first 30 days as a new manager require asking for feedback as much as offering it. Observing, listening, and laying the foundation for productive, positive exchanges happen here.
What is a good goal for a new manager?
A manager’s first goal should be clear, complete communication. By the end of the first month, everyone should have had conversations with a new manager. They should all possess a reasonably accurate idea of the unspoken (their leadership style) and the spoken (expectations).
What are 5 qualities of a good manager?
A good manager is:
- Approachable
- Communicative
- Compassionate
- Knowledgeable
- Consistent
Of course, how these qualities manifest and to what degree they matter vary. In some workplaces, integrity and fairness have the biggest impact. In others, persistent optimism to counter tough challenges makes the most difference. Check out our more comprehensive list of traits a good manager has.
