I just started my new position as manger with my company. I had the first round of O3's with my new staff. They had never had them before and neither have I so it was a bit new feeling for us all but very informative.

I started each one on one with a scripted set of statements. I know, I know...they go first but since none of us have ever been involved with a One-on-one, I wanted to tell them what this was all about first and lay some ground rules. Basically, reitterate what Mark's e-mail (which I cut and pasted shamelesly, BTW) said about O3's.

My first messages to my directs:
1. I care about performance. I will not micromanage but set an objective and timelines, they are responsible for results. Their old boss was a micromanager who overrule just about every choice that they made. I felt it was kind of important to let them know this without mentioning their old boss's name or how he browbeat them.
2. I care about them as employee's and getting them to where they want to go. Development plans are on everybody's task list now.
3. I laid out some of my first tasks as a new manager. Fit into the position is the most important one. Another was to interview all of our internal customers to find out where we can help. I told them that I will not be changing anything immediatly and that it was business as usual for the first 90 days.

Some of the most disturbing things that my directs relayed to me:

1. Three out of five stated that their development plan was to make it to retirement in two years.
2. Each of these three thought that the other two were lazy.

Mark's picture
Admin Role Badge


[Niiiice ending. Lucky you!]

Well done you on the O3s. You did great. Don't apologize for shamelessly cutting and pasting. That's why we provided the script! To heck with making everything a test.

Good starting points. I like them. Keep on track there.

Regarding what they told you: mostly, don't believe it completely just yet. They don't know you, you don't know them, they mayn't have had a good boss for so long no one has challenged them to do better.

What should you DO about what they said? 1. Make notes about their comments in a succession planning folder. Review it in 90 days, and think about what that will mean and how to train others, etc.
2. Watch for DATA about both laziness and lack of team behaviors. (Wish I were there to peak every once in a while). If you see these opinions supported, start thinking about asking them to work together, relying on each other.

It's too early to know... but it appears things will be interesting. Glad they've got a good manager to watch over them.


PierG's picture


I fully agree with Mark and I'd focus on the 'listening' part of the game.

And, especially in the first period, be aware of 'promises' you make: if you miss one, this will be BAD!


AManagerTool's picture

Thanks for the advice guys. I'll keep you all in the loop.