If you’re reporting to a new manager, it’s in your best interest to help them succeed. Here’s how to offer your support. Start by determining what information is most important for them to learn quickly, whether that’s technical (understanding customers, products, technologies, and systems), cultural (understanding “how we do things here”), or political (understanding how decisions are made and who the key stakeholders are). Then identify how you can communicate this information and get them up to speed. To assist with technical learning, ask yourself: What reports or product information would be helpful? What data would give them a strong understanding of the history and current state of the business? What should they know about internal technologies and systems? Or, if cultural learning is the priority, ask yourself: What are the unwritten rules of our team? What acronyms or jargon are commonly used in our company that they might not know? Finally, to be helpful with political learning, ask yourself: Is there anything I can share about key stakeholders or internal dynamics that would be helpful for the new leader to know? Who are the partners the new manager will need to work with to move strategic initiatives forward? Once you identify these pieces of information, you’ll be able to help your new manager ascend up the learning curve.
This tip is adapted from “How to Onboard Your New Boss,” by Rose Hollister and Michael D. Watkins

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