Page 63 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

48 Just Promoted!

forms, standard operating procedures, job descriptions and grades, person-
nel policies, performance standards, and the system for performance man-
agement. You will learn how things are supposed to work, what policies
do not seem to be in place, and what seems out of date, illogical, or
wrong. You may discover, as one manager of a Fortune 500 company we
worked with found, that there are no policies, the work flow is ad hoc,
and there is no emphasis on quality and consistency.
■ Monthly or periodic departmental or team updates and divisional high-
lights. These are usually good-news vehicles, but they may tell what’s
new and who is involved.
■ The corporate and department or team mission statement. What is the
department or team supposed to be doing? How does our mission fit
into the corporate mission? When was it last updated and how?
■ Internal reports, including committee minutes and reports of task forces.
If task forces were formed or studies conducted to solve particular prob-
lems, read the report. Then ask whether any of the recommendations
were implemented.
One newly named manager, frustrated by what seemed to be the aim-
lessness of one committee, asked to see the committee’s mission statement
and its minutes. Surprised to learn that the mission statement was mean-
ingful (to review functional policies and policy decisions made by the
leadership, and to assess leadership’s performance), the manager suggested
that the committee was not addressing its mission. Few on the committee
knew its mandate, and some did not want to raise the potential issues and
expend the effort that raising such issues would require. Committee min-
utes give an idea of issues people do not raise and may not be allowed to
raise, and they may indicate how much people are willing to risk.
■ Consultants’ proposals. These generally describe problems serious
enough to solicit proposals, as well as proposed solutions to those prob-
lems. However, often these proposals or the recommendations they
generate are not implemented.
■ Performance reviews. These records will provide information on who
has performance problems, the nature of those problems, and steps
managers have taken to correct the problems. Reviews are a good source
to find hidden minefields.
■ Individual development plans. These documents will provide informa-
tion on the goals of individual team members and where they need or