Forgive me if this scenario has already been addressed; I've found it quite difficult to search through the forums. If there are good references (either posts or podcasts), I'd sure appreciate being linked to them!
I'm a product manager (IC) in my role at my current company for just shy of three months (though I've PM for a good number of years now at other companies). In my initial one-on-ones with my manager, I expressed my interest in being a people-manager (of other PMs), and he was enthusiastic in supporting my development.
On Monday, July 17, we have a new college grad joining as a PM (essentially into the same role that I've had), and my manager has arranged for me to formally be his manager.
My essential question is as follows: Because I am a new manager and because this is a new team with new employees being formed, what rollout principles apply?
I understand that for managers who want to start things like feedback, delegation, and coaching with existing teams, it's a good idea to introduce things in a more iterative way, but when someone is newly coming into an organization and when I have an opportunity to set all the tools as a default right out of the gate, are there any particular downsides? For example, can I start with both positive and negative feedback right away? (I expect it will mostly be positive, anyway.) I'll definitely be starting with one-on-ones in the first week, but are there other tools I should wait before rolling out? Which ones and why?
For context, I've been a long-time enthusiast of Manager Tools, having listed to the Basics series a few years ago. In anticipation of transitioning into a management role, I've started listening to all the podcasts form the beginning, and I'm almost through September 2007 (so less than 10 years of podcasts left!). I'm eager to put everything I'm learning into practice, but of course, I want to make sure to do the effective thing.
Thanks in advance for your help!