Quebec language | The duty

As soon as I got to my new salaryI have scheduled a meeting with my staff. We wished each other good morning then we all introduced. Through a series of PWPI then exposed my conception of the management (a very understanding). I have reference some papers that they should read.

After I address with them my working method, but very openly (I have nodiary hidden). I have them shared that we were going to start quietly, but that I was going increment gradually their task.

I told them that I would be available 24/7 (there is no TGIF for me), that they could therefore contact me whenever they wanted through my E-mailmy cell Where whatever. But it has to be serious: I don’t like to be bullshitter. They were all comfortable with that, they thought that made sense. I know some will call me just to chat but, in total, it is win-win.

I insisted: if they want to be eligible to a promotion, they must be fully dedicated to their task and meet all my terms. Everyone must make his contribution in striking all the opportunities and avoiding anything that is counterproductive.

I held on to make those dots there because in my job former, my leadership has been questioned. But there, all the questions were answeredincluding those that came from left field. Realistically (or ractually ?), I think it will be fine.

One thing that I ended up to catchis that no one seemed to have the same idea of ​​our responsibilities executive. So we have revisited the charter of our departmentand on that too I insisted emphasize. For the rest, I undertook to consult them before make a decision or of take actionespecially when it comes to issue a guideline or policy.

After all, enough is enough basic if we want to be a team. I still remembered that, at the end of the day, I was going to decide. It seems to me consistent with my mandate. I tell myself that the more we are clear, the more we is understood.

There are others items That we have spoken (I had prepared a good checklist). For example :

— I like to be updated on their work.

– If they want chill a bit during the day, I have nothing against it, I noticed that in total, it’s energizing. to make meetings also, two or three, no problem, it’s intellectually nutritional and often informativeit avoids duplicate some efforts. And a good joke always has its place, it can fill many gaps. I also want them to establish relationships between them that are not only instrumental.

— If they find that they are badly instrumentedthat they contact the storewhere they will find everything that they need.

— If they are faced with a problem and are unable to take a heade, remember that there are always alternatives. And if they need counselingthat they come to see me asap. No need to coach for that. That they apply to always do the right things moves. But let them not make one either breakdowntheir job will always be a work in progress.

– If necessary, we can brainstorm with the whole team. But be careful not to depend too much on others.

— They are welcome to comment on my decisions, I don’t like top down manager. That they are not afraid of tax my patience.

— Keep in mind that I expect performance, that their future is always on the line.

— I reminded them of the importance of devote the right budget to a job, to know to implement quickly new procedures, well approximater the costs of a project and not to hesitate to ask for supportalthough we have softwares very predictive for that. Same thing when a system is disrupted. I also told them that the best practices would obviously rewarded and no one would be discriminated.

Eventually I warned them that in the future we would have difficult files to processthat it wasn’t going to be every day a walk in the park. the meeting was long enough; I took all my time, first in exaggerating then in typifying each of my dots across our specifications.

I knew that first contact was going a lot impacton their performance. I also warned them that every day, before leaving the office, we were going debrief our day, but focusing on the positive and on our raw priorities.

At the end of meetingthey all told me they found it cool. They were all in. I wished them the bestwe separated.

All in all, I think I have a nice gang. It is not the jackpot, but it is good. When we take the momentumwe will have to fun. I already have some identified two or three for sit on our committee of planning. There is one in particular who has makes good points during the Q&A.

I know that for many employees, this kind of pep talk East stressfulcorn typically, it’s worth it. It avoids misunderstandings. Then, it’s always unpleasant to have to lambaster a partner.

It’s weird, but I find that it helped me to make myself flush of my last job. I had assumed that, as long as we are graduated, everything would be easy. I promised myself that, in the futureI would learn to control without being controlling.

This is an important rule for manager with efficiency. Another rule is that you have to challenger,but not crush its employees. Otherwise, they crash. Like I said, I want them boosterbut not to push them to theaddiction nor at burnout.

Oh, I forgot. When I arrived at my post, the big boss informed me that I should operate a lot in English. Unfortunately, I’m not very strong with English, I will have to follow several sessions of training. That to me stressI’m afraid that in the long run, it will come scraper My French.

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