What To Do When You Get Promoted - Part 2
Read time
2 min
Topics
Career Growth, Relationships, Leadership
AI-Generated Summary
Key Takeaways
- ✓Calendar Analysis: Study your boss's calendar daily to identify quarterly meeting patterns and executive systems around strategy, operations, and people to understand organizational rhythms and prepare for cascading requests.
- ✓Meeting Timing: Modify your staff meeting schedule to occur after your boss's meetings with their boss, allowing time for information processing and more effective delegation of priorities downward.
- ✓Working Document: Create a "how to work with me" document covering your background, family situation, communication preferences, meeting styles, and performance management approach to set clear expectations with directs.
- ✓Manager Accountability: When managing managers, insist your direct reports implement one-on-ones and feedback systems with their teams using proven, repeatable methods rather than allowing individual management styles.
What It Covers
Manager Tools explains how to transition effectively after promotion by learning organizational rhythms, studying your boss's calendar, and establishing clear working relationships with your new team.
Key Questions Answered
- •Calendar Analysis: Study your boss's calendar daily to identify quarterly meeting patterns and executive systems around strategy, operations, and people to understand organizational rhythms and prepare for cascading requests.
- •Meeting Timing: Modify your staff meeting schedule to occur after your boss's meetings with their boss, allowing time for information processing and more effective delegation of priorities downward.
- •Working Document: Create a "how to work with me" document covering your background, family situation, communication preferences, meeting styles, and performance management approach to set clear expectations with directs.
- •Manager Accountability: When managing managers, insist your direct reports implement one-on-ones and feedback systems with their teams using proven, repeatable methods rather than allowing individual management styles.
Notable Moment
Horstman warns against asking for "a minute" then sitting down in your boss's office, explaining this signals disrespect for their time and violates the implicit agreement of a brief interaction.
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