What To Do When You Get Promoted - Part 2

Summary

Podcast Summary: Manager Tools – What To Do When You Get Promoted (Part 2)

Release Date: October 6, 2025
Hosts: Sarah (A) and Mark (B)

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Episode Overview

This episode is the second part in a practical guide for managers on what actions to take immediately after a promotion. Rather than focusing on theory, Sarah and Mark provide detailed, actionable steps for becoming effective quickly in a new role, managing the transition, and building strong foundations with a new team. The discussion centers on understanding organizational rhythms, learning about your directs, instituting key management practices, and setting clear expectations from day one.

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Key Discussion Points & Insights

1. Recognizing the Organization’s Rhythms & Cadence (00:25–06:17)

• Importance of Understanding Executive Systems:
  Recognize meetings related to “strategy” “operations,” and “people” as they reveal how well-managed organizations function.
• Mapping out Meetings:
  Review your boss's calendar (daily vs. weekly perspective) to spot patterns in recurring events, especially those with a quarterly cadence.

  “I’ve always found that if I’m going through daily, the cadences hit me pretty clearly. But if that helps you, great, go ahead.” (B, 01:25)

• Quarterly Focus:
  Quarterly meetings are central to how organizations run, not just in large public companies but also in private, PE, and VC-backed companies.

  “If you find a quarterly meeting…assume three months from then there’ll be another just like it…That’s how things run.” (B, 03:41)

• Adjust Your Calendar:
  Shift your own and your team’s events—like staff meetings—to align with the organization’s cadence, especially cascading from your boss’s schedule.

2. Leveraging Boss Interactions & Maximizing Learning (06:17–10:13)

• Strategic Timing with Your Boss:
  Come in early or stay late to get brief one-on-one time, but always be respectful of your boss’s schedule and personality.

  “If you’re going to go in early to catch a minute, do this. Poke your head in and say, ‘Do you have a minute?’...Remember that you asked for a minute. Don’t walk in and sit down.” (B, 07:36)

• Understand Boss’s Communication Preferences:
  Avoid generic, time-consuming approaches—customize your interactions to show respect and efficiency.

3. Preparing to Lead Your New Team (10:13–15:23)

• Requesting Personnel Review:
  Ask your predecessor for an honest, first-hand review of each direct, and supplement this with information from HR (personnel packets, performance reviews, resumes).

  “Not asking for this is a classic miss. People don’t understand what the manager knows that the organization doesn’t.” (A, 10:33)

• Announcing One-on-Ones Early:
  Inform your new team that you’ll soon be holding individual one-on-ones, and ensure managers under you start using a structured, repeatable management approach (the “Manager Tools Trinity”).

  “You don’t get to have a managerial style. You get to manage the way your part of the organization is managed.” (B, 11:53)

• Insisting on Consistency:
  If managing managers, require your directs to adopt core management practices, including regular one-on-ones and feedback protocols.

4. Establishing Expectations & Communication Norms (15:23–26:47)

• Draft a “Working With Me” Guide:
  Prepare a document explaining your background, family obligations, and communication preferences to demystify your style for your team.

  • Suggested contents:
    • Brief professional background
    • Family or life commitments that affect schedule
    • Communication norms (email, Slack, Teams, phone, response times)

    “Just giving people those kind of guidelines, the way you think about stuff just makes it so much easier.” (A, 20:49)

  • Be Explicit:
    • “I only do email three times a day when it’s on my calendar. To me, email is not urgent and I don’t treat it as such.” (A, 17:10)
    • “If I’m CC’d, it goes in the folder called CC and that’s the one I read right before I go home.” (B, 17:54)
  • Set Communication Channel Urgency:
    • Clarify which mediums (calls, Teams, Slack, email) are for urgent vs. less-urgent matters.
  • Meetings & Admin Time:
    • Outline routines like staff meeting ground rules, recurring stand-up meetings, or blocks for admin work.

• Share Key Management Practices:

  • Detail how you use one-on-ones, feedback, coaching, and especially delegation.
  • Make sure meeting expectations and deliverable accountability (“Who does what by when”) are explicit.

    “Don’t let a meeting end without clarity on deliverables. And don’t miss a deadline without alerting whomever you owe it to before it’s due that you might miss.” (A, 26:30)

5. Performance Management and Ongoing Communication (25:29–27:12)

• Transparency in Measurement:
  Discuss how you’ll review performance, frequency of feedback, and expectation for no surprises.
• Encourage Proactivity:
  • “I don’t mind mistakes. I mind a lack of communicating about mistakes.” (A, 25:54)
  • “People who want to be excellent crave performance information.” (A, 25:49)
• Set Standards for Yourself and Team:
  Use personal style as a template, but always explicitly share expectations and give your team a fair chance to adjust and excel.

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Notable Quotes & Memorable Moments

• On Quarterly Rhythms:

  “Quarterly tends to be how companies run...they’re thinking about already putting in place the systems that they will run on when they get big enough to become publicly funded.” (B, 02:43)

• On Respecting Boss’s Time:

  “Don’t ask for a minute, then come in and sit down...You’re always entitled to time with your boss...but you’re not entitled to do it in a way that messes with their calendar.” (B, 08:01)

• On Setting Management Style:

  “You don’t get to have a managerial style. You get to manage the way your part of the organization is managed.” (B, 11:53)

• On Communication Boundaries:

  “Email is not urgent and I don’t treat it as such...If I’m CC’d, it goes in the folder called CC and that’s the one I read right before I go home.” (A & B, 17:10–17:54)

• On Delegation as an Executive:

  “If you’re managing managers… delegation is now part and parcel of who you are.” (B, 22:59)

• On Setting Expectations:

  “I can’t tell you how many times I firmly believe that a clear setting of expectations in the beginning would have alleviated all of the headache experienced at a later time.” (A, 27:15)

• On the Transition Between Roles:

  “When you get promoted, you have to manage the transition. It’s not two steps, old job and new job. It’s really… old job, transition, and new job.” (A, 27:45)

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Key Timestamps

• Reviewing executive meeting cadence: 00:25–03:41
• How quarterly rhythms influence organizations: 02:43–04:45
• Modifying your calendar after promotion: 04:45–06:17
• Getting facetime with your boss & respecting their time: 06:17–09:32
• Learning about your team – personnel reviews, HR packets: 10:13–11:26
• Announcing and systematizing one-on-ones: 11:26–13:22
• How to set up “working with me” guides: 15:23–19:17
• Communication channel expectations: 17:10–19:17
• Personal management routines and admin relationships: 23:43–24:37
• Performance management and feedback: 25:29–26:47
• Recap and summary: 27:45–28:22

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Final Summary

Being promoted means managing a transition, not just shifting focus. To succeed, understand your company's operating rhythms, adjust your own and your team's schedules accordingly, learn your new team's strengths and histories, set up systems for one-on-ones and feedback, and explicitly communicate your working style. Use structured documents and open briefings to clarify expectations—especially as they relate to performance, deliverables, and communication. This proactive approach sets both you and your team up for a smooth, effective transition into your new role.

Transcript

[A]

Welcome to Manager Tools.

[B]

This is Sarah and I'm Mark.

[A]

Today's podcast what to do when youn get promoted part 2 of 2 this.

[B]

Cast answers these questions, what should I do when I get promoted? After celebrating, of course. How can I be effective quickly after a promotion? Are there things I should do once I get promoted?

[A]

If you want answers to these questions and more, keep listening. How does an idea go from unthinkable to reality? Join Michael Wrights as he explains the Overton window and how legal and regulatory changes shape business and society. Register [e-mail] ExecutivesPeaceSeries for our Executive Speaker Series call on October 18th. Now folks, we want you to pay special attention to meetings that, in your opinion, relate to what you understand to be the executive systems that run your organization. Generally, these executive systems are named something that has to do with strategy or planning or operations or people. And these are, if you've been paying attention, the three components of our effective executive conference. And they are the executive systems in operation in all well managed organizations.

[B]

And actually they exist almost everywhere. People just don't know exactly what they are. They don't name them. And naming them is very helpful in well run organizations because now you can talk about it and you have a framework for thinking about it. Now typically all these meetings, strategy, operations, people, they have a cadence. Okay, doing a full monty on your reviewing your boss's calendar means printing it out in weekly increments where you miss. You may miss daily details, but you might be able to see a better pattern of recurring monthly or quarterly events. I've never had that. Some people have told me in the community they like looking at weekly because it takes them up a level. I've always found that if I'm going through daily, the cadences hit me pretty clearly. But if that helps you, great, go ahead.

[A]

Yeah. And folks, we can completely appreciate, depending upon your level in the organization, that quarterly events seem less important to you because your role is one where you're kind of down in the weeds with the daily stuff. But no, quarterly meetings are how your organization runs. So look for those quarterly events. They do exist and they matter quite a bit in terms of the requests that you're going to be getting. So know where they are. I I identify them.

[B]

Yeah, I actually had this conversation with a couple people at a recent conference. It was either the effective senior manager conference might have been the effective executive, but I doubt it because we had a bunch of chief executives and higher level people there and so they would have been aware of this But I said, you know, quarterly tends to be how companies run. And the person said something to the effect, well, okay, that applies to big public companies because of course, they have 10 Qs, which are quarterly reports that are required by the governments. Most major governments require quarterly quarterly reporting from companies that are publicly funded through the capital markets on Wall street or the Bourse or London and Toronto as well. Okay, but you think, well, that's how they do it. And we read about that in the paper, the Journal, or your local newspaper. Great, that's true. But what you don't realize, if you're private equity funded, they may very well be thinking about taking those companies public if you're venture funded. Same way they're thinking about already putting in place the systems that they will run on when they get big enough to become publicly funded. I mean, Wally Budgel, our CEO client and I'm a member of his board at Norley Group, reminded me recently, begin with the end in mind, which of course comes right out of Stephen Covey's 7 Habits of Highly Effective People. Like, we intend to be a public company or to be sold. And the way companies are bought and sold is they look at quarterlies. Then somebody else said, well, what about private companies or smaller companies? And I said, you know, in smaller companies you have to pay quarterly taxes, and the owners are probably very concerned about tax issues, so they want to know about how quarters go. So you should be looking for a quarterly cadence. In fact, if you find a quarterly meeting, let's say in the second week of the first month of a quarter, so you think of January, February, March, and you think April. And in the second week, there's a quarterly OPS planning review, as an example, qopr, quarterly OPS Review, qpr, Quarterly plan, whatever. There are thousands of different names for them. What you then should assume is if you go forward three months from then, so it's in the middle of April. So January, February, March is the first quarter. So April, May, June, that will mean there'll be another meeting just like this in the second week of July. July, August, September, second week of October, October, November, December, second week of January. That's how things run. Okay, next, we want you to modify your own calendar to get in front of the forces that affect you. Now, you've probably already drawn this conclusion. Oh, I get a sense of the cadence. That's helpful to me. But you also want to modify your own calendar. Consider how your calendar should be changed based on what you learn. Maybe your staff meeting should be after your boss's staff meeting with his boss and your boss's staff meeting with you. This isn't always easy, and maybe it's not even smart for your team, depending upon some cadences only you can understand. But it depends on how much cascading delegations come out of these meetings. Right. It could be that your boss takes a day to process his boss's stuff, and so that boss's meeting is on Tuesday and you start getting it on Wednesday. So maybe Thursday morning is a good time for your staff meeting. Now you may say to yourself, well, in my old job before my promotion, I always had it on Tuesday at 9 o', clock. So I'll do it the same here. That's fine if in fact that works with your boss's calendar and the boss's cadence. But you got to keep those kind of things in mind.

[A]

Absolutely. And folks, think about other things. I learned this lesson specifically from Trevor Woods. I think we've mentioned in this cast already or in a previous cast recently. Think about the benefits of coming in early. When the boss comes in early, maybe it'll be easier to get five to 10 minutes to ask questions both about current operations, but around swimming upstream. And I think that's something that Trevor learned and that if he came to the office really, really early, his boss was there. Really? Yeah. And it was just the two of them in the office that early. And he had all this extra time with his boss to learn all this other information that others weren't necessarily learning or getting in the same way because he was there. What? Think about things like the benefit of staying later when your boss leaves early, maybe you can start preparing annual reviews or plan out the next quality initiative or quarterly briefing, whatever it may be.

[B]

Yeah. By the way, I'm going to just mention one other thing. I know Trevor and I know a lot of other executives, his level and even higher, although there's not much higher to go for Trevor. And I know a lot of people who think, oh, my boss is in early. I'll walk in and sit down and we'll have a chat. Don't do that. The vast majority of bosses at higher levels, whether you like it or not, are high Ds. High Ds are comfortable with risk, they're comfortable with making decisions. They like to move fast. You'll discover speed will always increase the higher you go in the organization where. Which is counter to the idea that I'm getting paid more, my life is a little better. But no, things are going to be faster because if the top is going slow, the bottom is stuck in neutral and not doing anything. So the bot, the top has to go super fast. Every layer cuts a little bit out of that and by the time it gets to the bottom, it's probably tolerable. But if you go into your boss's office and she's in at 6:30, she came in early to beat the rush, okay? So in that sense she's in a rush to get her stuff done before the deluge happens. And so if you're going to go in early to catch a minute, do this. Poke your head in and say, do you have a minute? And if your boss says yes, remember that you asked for a minute. Don't walk in. As happened to me. They ask, you got a minute? It's 4:30 in the afternoon. I'm like, sure, I got a minute. And they walk in and they sit down and I get this funny look on my face. They say, what's wrong? I said, dude, I'm going to be honest with you. I love you. I'll give you a kidney tomorrow. I'm in your 2am club. But don't ask for a minute. Then come in and sit down. Because I know what you mean is, can I get my foot in the door? And then take as much of your time as I want, which is disrespectful to my time. You're always entitled to time with your boss. Even if your boss doesn't know it or behave like it. You are, you are legitimately entitled to talk to your boss on a regular basis. One on one certainly would help, but a lot of more senior people don't do them. That's fine, but you're not entitled to to do it in a way that messes with their calendar. So when you say do you have a minute? They say yes. Stand in the doorway and say a couple of quick questions, A and B, you're sending them a message that you're being respectful. And if they say no, come on and sit down, let's talk about that. That's a completely different kettle of fish than you walking in and sitting down first. Learn that lesson now.

[A]

Agreed. Agreed.

[B]

So this whole exercise was will expose you to the rhythms of your org. If you work for a smart boss, you'll see prep time on their calendar. Before important meetings. You might want to ping them and say, I see you've got some prep time on your calendar. You need anything, right? One lesson there is you may be asked for data and recommendations related to it during that or before that prep time. Leave more time on your calendar for that, right? Consider moving one of your own trips during that time. If you can tell a couple of your directs, hey, boss is doing a planning session in her office right now. I may want to move these one on ones at short notice. No problem. We'll be able to reschedule them.

[A]

Absolutely. Okay, so now we've swum upstream, we've learned our boss, we've learned our organization's cadence. Now it's time to learn about your new team. Also, ask your predecessor for a personal review of your new directs. And folks, going back to what Mark said earlier, you're also going to simultaneously ask HR for everyone's personnel packets, including performance reviews and resumes. However current they are, and they might not be current at all, you still want them. So you can put all these things together. The personnel review from your predecessor, plus all the stuff that you got from HR and folks not asking for this is a classic Ms. People don't understand what the manager knows that the organization doesn't about folks background and skills. And we always ask about risks or bad relationships or sore spots for an employee. Maybe there's bad blood between two of the people on the team. And knowing that would be helpful. And some people, some predecessors may not give you that level of detail, but we would suggest it's important enough to ask nonetheless.

[B]

Yeah, good. Next on the list, announce one on ones before you start. So once you know you're getting promoted, it's been announced, but maybe the job doesn't start until Monday. Send an email to your directs and announce that you're going to be doing one on ones with them. And remember now, if you're now a director or senior director, whatever, you can insist on everyone who is a manager beneath you in your organization to manage the way you do with whatever your implementation of the manager tools Trinity is. I know that people talk about managerial style. It's a horrible phrase that has misled millions of people for hundreds of years. You don't get to have a managerial style. You get to manage the way you're part of the organization is managed. And so don't wait around say, look, I'm going to do one on ones with you. You're going to experience them if you haven't already. And then I'm going to have you doing them and then I'm going to do feedback and you're going to do feedback and so on.

[A]

Yeah, folks, I had presented the effective senior manager recently and one of the things that we talked about extensively is this idea that when you're managing managers. It is assumed by the organization that you have got a proven method for knowing your people, talking about performance, asking for more and pushing work down. And not only is your method proven, it is one that is repeatable by you and teachable by you to others so they can then repeat it. The way I think about it is you're no longer managing everyone on the team. You're managing some people through others. So you want to make sure their way works. It's not just their natural style with which they're leading.

[B]

I just had lunch with an HR, the head of HR for an organization and the chief executive has one of his directs, not doing one on ones with 10 of his directs. And the chief executive is sort of holding off on holding him accountable.

[A]

Doesn't want to insist.

[B]

Right? Doesn't want to insist. Great guy, love him to death. And you know, the HR person says, how do I hold that manager accountable? And I said, actually HR doesn't hold anybody accountable. The chain of leadership, the chain of authority holds people accountable. So you've got to talk to your chief executive as a staff person and say, you got to hold them accountable, boss. It's up to you.

[A]

Absolutely. Folks, it's entirely appropriate in this situation to insist on your direct. Starting their one on ones with their directs pretty quickly, like not delaying, but you do need to first brief them on how to do them. So there's going to be a little delay due to education time, let's call it. But yeah, we would recommend that you get this moving quickly as well.

[B]

Yeah, you'll also want an operational review from each of your directs about what they're working on and status and so on. And you might think I can do that in my one on ones, but you probably can't. Okay, so for each year, directs schedule separate from your O3 in the first couple of weeks, an operational review where they brief you on their team members, their projects, their status. Look, if you want, you can create a simple PowerPoint or other template, whatever you like, of what you want them to cover depends on your estimation of their capability to do it without the guidance. I will say that if you make it into a PowerPoint, they're going to feel like it's a presentation. Whereas if you just give them a Word document and say, here are the five topics I want you to cover, they wouldn't have to send it to me in advance. You might like it in advance to review it, but I would probably not do that. I'd say here's a template. Fill it out as best you can. Come in and brief me. I'll take notes and ask questions and so on.

[A]

Yeah, perfect. All right, we're going to then tell your team how to work with you. And folks, there is an Executive Tools cast about helping your directs work with you that has been so well received that it's become a hall of fame cast. If you're not an Executive Tools licensee, we encourage you to become one. But again, we're going to share some of the highlights here.

[B]

One fast way to do this about teach your team about working with you is to create a Working with me or a How to work with me guidance document for everybody in your org. And by the way, no, not necessarily just your directs. And then we recommend after you create it, and we're going to give you an outline here, that you brief them on it and go over what you think are the high points and then encourage them to ask questions.

[A]

Exactly. All right, so we'll give you then a little. A little amalgamation of the Working with me documents that we've seen in the past that we thought are specifically.

[B]

But you can't use this because it's not you. You have to substitute you in there.

[A]

Yeah. You do have to make it your own. One of the first topics that we'd encourage you to include is a little about me. That is share where you're from, where you went to school, what you studied, maybe a brief overview of your career. If you want to attach your cv, you absolutely can. It's not necessary. It might be more than is really helpful. The idea here is helping them learn you and a bit about your background, not seeing the nuts and bolts of your career per se.

[B]

Yeah. Next, tell them about your family. If you're married, say so. Share your partner's name. If you're divorced, say so. Okay, that's okay. If you've got kids and you're divorced and you're sharing custody, you can mention that. Okay. If you make time regularly for your kids, say so. If you say four o' clock on Tuesdays, I go coach soccer. You know, when. When the cat's away, the mice will play. But, you know, I don't want you to worry that I'm cutting out early. I'm cutting out early for my kids and my kids matter if you pick up from daycare on Tuesday. Share that. It doesn't have to be much.

[A]

Yeah, absolutely. Yeah, absolutely.

[B]

Maybe you have elderly parents living with you. Yeah, share that.

[A]

Share that. Absolutely. That's great stuff to share. Then there is communication and Communication tools. So what we would suggest is you share how you do email. So for instance, you could say to them, I only do email three times a day when it's on my calendar. To me, email is not urgent and I don't treat it as such. You could say, I like bluff, stands for bottom line up front. Don't send me 12 paragraphs of email with a question buried in paragraph 11. You could say, don't expect me to open up all of your attachments. Or if you see see me on something, the rules say I can assume there are no deliverables in it for me and I'm only going to read it at the very end the day.

[B]

I had somebody ask me, how do you keep track of the CCS? I said, I don't. My system does. If I'm CC'd, it goes in the folder called CC and that's the one I read right before I go home. Not hard.

[A]

Yeah, exactly.

[B]

And there are people who go, no, no, no. Our organization is an email culture. Trust me, you can do this. Yes, your boss may insist that you read her or his emails immediately. Dumb urgency. But whatever. Even though they're dumb doing a dumb thing, they're still your boss. And so you should have a special folder just for your boss.

[A]

Right, Like a VIP folder generally.

[B]

Right, Generally on most email clients there's a chance to separate folders and you should have a folder called boss.

[A]

Yeah, boss VIP so that you look at that one more often. And folks, it's certainly easier to follow this guidance that only reading ccs once a day kind of guidance if you've communicated it in advance and people aren't shocked or surprised at the fact that it's going to occur. And that's what we're trying to do here and share what you think goes in email versus Slack versus Teams versus a telephone call. All of those things have different degrees of urgency. And I would assume. I know I do. We all define them differently. Like to me, a telephone call is the most urgent. Yeah, I think that's probably true of most, but I. And I don't think a slack message is urgent at all.

[B]

It doesn't matter that most think it. Some people are like, no, no, no, no, no. Teams is absolutely the most urgent. Like, no, dude, sorry. Well, certainly in the executive world that's not urgent. And email, that's urgent. Somebody says this is urgent, there's actually a toggle you can switch on saying, this email is urgent. It's like, no, dude. Really? No. That's like no black is not white. White is not black. I have a funny story about that. When Mike was leading a very large 600, 700 person organization at MCI before actually when he was a client of my previous consulting firm, horse funding company, he would get a daily 30 minute voicemail from one of his people giving him a status report. Now Mike loved daily status reports on this project because it was important, but it was 30 minutes long. And finally he saw the guy and, and the guy said, hey, did you get my voicemail? And of course he said, what I say when people ask me, did you get my email? Email works. So I always say yes. But then I also say I probably didn't read it. And he says, yeah, but I gotta tell you, dude, I'm not listening to it. It's 30 minutes long. I don't have time. I don't have time. Can you just give me an executive summary? And the guy says, well, there's more to it than that. He says, fine, give me the 1 minute, 90 second, 2 minute most executive summary. And if I want to listen to the rest based on the summary, I will. Feel free to give me the summary. You've just got to give me some executive overview of what's going on. And the guy's like, okay. And then for the rest of time, Mike got what he needed and every once in a while he had to listen to more and it was fine. But the guy didn't know any better.

[A]

Just giving people those kind of guidelines, the way you think about stuff just makes it so much easier.

[B]

Perhaps their previous boss says, I want a 30 minute.

[A]

Yes, exactly. Maybe the previous person asked for that. You don't know.

[B]

Yeah, and for some of you younger people, we've been reading that, oh, you know, younger people are uncomfortable on the phone. The phone is an important. Actually, the Walter Journal had an article where young people are uncomfortable. So uncomfortable talking on the phone. They'd answer the phone because they know it's somebody at work, but they don't say anything. So we had to teach them that you have to say hello or Mark Horseman or something like that. Don't, don't say Mark Horseman if you're not.

[A]

That's weirder than saying nothing, right?

[B]

But phones matter, okay? And you have to learn how phones work. And leaving long voicemails for people is probably not good. It's a short voicemail followed by I've sent you a teens message or I've sent you an email with more detail about this because voicemails get full and I've had situations where my voicemail got full while I was on a plane because people left me several people left me 7, 8, 10 minute long voicemails and I can read much faster than I can listen.

[A]

Tired of just managing? Ready to truly lead? Prepare yourself for the change from frontline to senior management. Now with our Effective Senior Manager conference, you'll build executive systems and learn how to manage through layers with clarity and consistency, transforming your leadership. Sign up today at manager-tools.com forward/training.

[B]

Next is after comms is people tools. Talk about how you do one on ones or don't mention them. If you don't do them, I don't know why you wouldn't. If you do them and you intend for them to do them soon, do so soon. Tell them I I will be doing them and I'll be expecting you to do them as well. If you use other manager tools tools like feedback or coaching or delegation, mention it. You might give them an example and a link to the cast if you want them to learn about it. If you want, tell them. If they want to give you feedback it should absolutely be verbal and in the form of recommendation. Don't use the feedback model upwards. You probably have to say now that you're becoming a an executive. If you're managing managers, how important delegation is to you and if it's not important to you and you think of yourself as an executive, you're doomed. You're doomed and you've gotten your past for as long as possible. You're a do it all yourself kind of person. Great for you. But now if you're managing managers, and I know maybe you're not, you've just gone from individual contributor to manager. But if you've gone from manager to senior manager or manager director, delegation is now part and parcel of who you are.

[A]

Absolutely. What takes us then to to meetings. Mention any standing meetings you've got like, like your staff meeting for example, and how you plan to run it. Like I plan to have ground rules. There will always be an agenda. We're going to start with a briefing on our goals, what have you and talk about or tell them about standups, if that's part of what you do and how you lead your team. If you have an admin share that you and that admin do a daily operational stand up as well so that they know there's going to be a part of the morning there where you're kind of unavailable and it's because you're getting yourself ready for the day. If you have A block of time in, in the morning that you consider your admin time and that's when you get your thoughts together and you're happy with them dropping by. You can say that, hey folks, between seven and eight every morning I'm doing my admin stuff, getting ready for the day. If you want to drop by, I'll be here. Like anything like that.

[B]

Yeah. In fact, if you have an admin, you darn well better tell them. You may be a manager and he or she may be an individual contributor, but she works for me and you should speak to her like you would to me. And what's more, she speaks for me. If she tells you tomorrow's Tuesday Christmas, you can get your stocking ready. Great execs take very good care of their admins. And the better relationship you have with your boss's admin, the more time of your bosses you'll get. You'll also want to share about your operating system. Share with them how you intend to integrate what you do with your org's planning into surely what is the quarterly planning systems of the company standing, quarterly meetings, maybe rough agendas and so on. You may want to schedule the first one so they know about it and send them an example of an old agenda so they know what they're in for in six weeks or two months whenever the quarter comes around.

[A]

And then ultimately we get to performance management and communication systems. Folks, we should agree on measures and we should talk about those measures constantly. None of us like being surprised. You don't like being surprised. So it's better to see things coming and that comes from reviewing what we know that we are to be doing. You'll hear me ask if I can give you feedback if you use our model. Yeah, if you use our model. Yes. You'll hear me ask if I can give you feedback and tell them I will try and do it A lot. I talk about performance on a daily or weekly basis because again, no surprises. And people who want to be excellent crave performance information. You can let them know I do quarterly scribbled reviews and mid year handwritten reviews. I don't mind mistakes. I mind a lack of communicating about mistakes. Tell them things like I love deadlines and I don't like deadlines being missed. Who does what by when is my mantra. And don't let a meeting end without clarity on deliverables. And don't miss a deadline without alerting whomever you owe it to before it's due that you might miss.

[B]

Yeah, these are the only highlights, guys. And you may have a little different flavor to your professional approach to management. And that's okay. We respect that. But you owe it to your team to tell them about it. You know it. Tell them about it. Let them adjust. Let them have a chance to be a good subordinate, a good direct report with you. And again, these aren't your highlights, these summer of ours.

[A]

Yeah, these are ours.

[B]

Use this as a template to make your own.

[A]

Yeah. Set expectations, folks. I can't tell you how many times I firmly believe that a clear setting of expectations in the beginning would have alleviated all of the headache experienced at a later time. That's why we do the first meeting with new direct series. Right. Just get out ahead of that stuff. Otherwise you're having to give some more negative feedback than is deserved. And that's because you didn't do your job by letting them know what was important to you. So start there.

[B]

Good. All right. Do you want to summarize?

[A]

Sure. Yeah. Folks, when you get promoted, you have to manage the transition. You can't just forget about your old job and focus on your new job. It's not two steps, old job and new job. It's really. Think of it like three steps, old job, transition and new job. You want to help your successor by preparing information that will help them take care of your former team. And before you're in a new role, learn about its standards and about its processes and start creating or improving upon the new relationships around you, especially with your new boss.

[B]

Yeah. Oh, that was a good one.

[A]

It was. It was really good. Really good. I liked it. Thank you, Mark.

[B]

Thank you, Sarah.

[A]

Thanks, folks. We hope this helped you. Now help us help others. And tell all your friends. And of course, follow rate and review our podcast. And remember, five stars only, please. Bye, everyone.