How to support your new manager in their first weeks

You have a new manager on your team. This is an important transition for them that will require your support and coaching. Learn how to set them and their direct reports up for success with three important meetings in their first month. You can also check out our new manager onboarding template to help them successfully start their new role

Set up these 1-1 meetings for your new manager’s first weeks:

• Week 1: What to expect in your new role. Discussion: We’ll make sure you have everything you need and feel well prepared and supported.
• Week 2: Goals for you and your team. Discussion: Giving you some ideas on goals for you/your team for the next 2 months.
• Week 3: Giving feedback to your team. Discussion: We’ll practice giving your team feedback by walking through some examples.

Week 1: Discuss expectations with your new manager

In your first 1-1 with your direct report as a new manager, start with a quick temperature check (i.e. how are they feeling?), before reviewing their (new) responsibilities.

It's important they understand the difference between being an individual contributor and a manager. It’s also helpful to highlight the areas where managing people remotely may be a little different or require more of their attention.

After you explain this new focus, cover basic tasks they should do in their first week and ask questions that indicate your support like, “What can I do to help you between now and our next 1-1?”

Week 2: Help your new manager set goals for their direct report(s)

In the first week of managing, we don’t expect your new manager to have a set of goals for themselves and their direct report(s). It’s your responsibility as their manager to provide one or two initial short-term goals that should take approximately six weeks to complete.  

The goal is to work with your direct report(s) to develop a [presentation deck/candidate pipeline/template/etc.] to present to [the wider group] in [6] weeks.  Let’s unpack this a bit further during this 1-1.   

Make sure you provide context by explaining why you’d like to focus on this goal: 

The reason why we want to do this work is because we [....]. In the past we [.....] and [.....]. The results of this was [.....]. 

Part of this exercise is for you both to collaborate on how the new manager delegates and sets expectations with their direct report(s). They should make sure goals are clear, measurable, and outcome-focused. 

Week 3: Role-play feedback conversations

It’s important that all managers give feedback to their direct report(s) that is both positive and constructive during each of their 1-1s. Practice by asking what feedback they would give their direct reports and help them use the SBI Model: Situation, Behavior, Impact. 

For example: 

• (S) Stress was high on the team last week. 
• (B) I noticed you maintained a positive attitude.  
• (I) Several of your teammates shared with me, in private, how grateful they were for your noticeable impact to team morale

This technique helps ground your feedback in clear observable details. It’s about focusing on someone’s performance rather than their traits as a person. Positive feedback is actionable and forward focused.

Note: If your new manager is someone you managed as an individual contributor and you didn’t always provide feedback in your 1-1s, address this. Say something like, “I’m aware that in our previous 1-1s I did not always provide feedback. Moving forward, I would like us to hold each other accountable for giving feedback during our sessions.”

Week 4 and beyond: Continue supporting the growth of your new manager and their team

During every 1-1, ask your new manager some questions about their team.

Instead of asking: “How’s that project going?”, ask: “How are you working with Anna to get that project done?”, or “How might you better support Anna on that project?” 

This signals how their role involves more than project output - they are directly responsible for the engagement and performance of their team.

Talk directly about how they are coaching and giving feedback. Examples of questions you can ask during your 1-1s:

• What support will your direct report(s) need from you to stay on track? 
• What feedback have you given your direct reports lately? 
• How is [name of direct report on their team] feeling emotionally? Why? 
• What problems or concerns has the team shared with you over the past week?
• How have you helped them work through these problems?

Meet with your new manager’s direct reports (skip level) at least once in the first 6 months

There’s a fine line between undermining your new manager’s authority and being too hands-off. Make it clear that you plan to meet with their direct report(s) once in the next couple of months and explain what topics you will cover with them.