Hello, everyone!

I've been combing through the forums trying to find an answer, but if I've overlooked something, please point me in the right direction. That said, here's my question:

I'm starting a new federal government job in another agency next week where I will be managing a team of 20 (mix government employees and contractors), and I'm looking to use the trinity. Does a new manager introduce the trinity, or just starts doing O3s, Coaching, and Feedback with the directs? Also, I realize that 20 directs is pushing it a bit, but they are not broken up into teams, so I will be working with each individual directly.

Last question: since I won't be writing the contract employees' performance, but will be expected to contribute, does anyone have a method of capturing and providing that information (sorry if that's too basic of a question, just feeling a little overwhelmed with all of this information).

Thanks to you all!

timrutter's picture

If you go to the Manager Tools Basics page and have a listen to "Rolling Out The Manager Tools Trinity", it's all contained in there Vanessa:

The short answer to your question is that you introduce it and no changes for ninety days!

Hope this helps some


VanessaW's picture

Thank you for the advice! That cast is the one that made me think of the question.

I understand if you're already a manager with an organization, and introducing the trinity as a new way to manage. I'm thinking more about if you move to a new agency - in my case an entirely new industry - can you basically just start rolling out the trinity without the introductory emails and preliminary information?

Just so you guys know why I'm asking --- I feel that would be a little less "in your face" when I'm the new manager coming on board, if that makes sense...

Thanks @timrutter!!!!

dana's picture

Hi Vanessa,

You can definitely just jump right into it. However, since you're new, you have a nice opportunity to ease into the way you want to manage the team. You have a window in which you can teach and demonstrate to them your management principles, all the way from the logistics of running the team (OoOs, weekly reporting, standing meetings, etc) to your beliefs in honesty, open communication, open door.. whatever those are. 

So you could just start booking them for meetings, or you could say "oh by the way, I believe in frequent and open communication, so I'll be booking you each for a half hour a week. The agenda for those calls is usually ... but at the start I'm sure we'll spend more time talking about how things work here at NewCorp. I'll book those calls starting next week."

It's less in your face, but it's still more reassuring than just booking them all for a ton of meetings. 


techmgr's picture
Training Badge

The rolling out the trinity guidance is very specific. There's no jumping right in. It's all timed. And there's even a specific way to announce the one on ones and scheduling them. I've attended the effective managers training. And I'm convinced there's a good reason for doing it this way. I recommend following those instructions especially as a new manager, including the way that manager tools lays out the communication around the scheduling and the reasons for one on ones. 

VanessaW's picture

Thanks to you all for the responses. After some thought, I realized that I was just feeling - uncomfortable - about announcing the tools. I think I am a little nervous that my new directs would start thinking "oh, here we go...another manager who read some book". How juvenile of me.

I think I would have loved to have a manager do this for me, but have seen the other side as well. I will take all of your advice and forge ahead.


Thanks, guys...the MT community is AMAZING...


nicelyjj's picture
Licensee Badge

If you're following MTs guidance your folks would have picked their O3 times and you'll be having the best 30 minutes meetings of your work week next week.

Love feedback from the field. Helps us all out.

Take care,


WritePaper's picture

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