I can't add to much more to those suggestions.
Except - I hand over a copy of my resume, just in case they have any questions of my background and skills.
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I've got you beat Jim.
With the change in employers - I have recently had 5 new bosses in a time period of approximately 2 months!
At my old employer - which was a startup - we had a reshuffling of the Organization chart a week before I received an offer to my current job. The reshuffling placed me in a different department with a new manager. Then I was in my new job for a week and my new boss accepted an offer from another company. Then I started reporting to the Director that my new boss had been reporting. Now in about a week - I will be reporting to my 5th boss. The replacement.
What seems to work for me is documentation of everything I do and make sure this documentation gets relayed to your boss!
With the change in employers - I have recently had 5 new bosses in a time period of approximately 2 months!
At my old employer - which was a startup - we had a reshuffling of the Organization chart a week before I received an offer to my current job. The reshuffling placed me in a different department with a new manager. Then I was in my new job for a week and my new boss accepted an offer from another company. Then I started reporting to the Director that my new boss had been reporting. Now in about a week - I will be reporting to my 5th boss. The replacement.
What seems to work for me is documentation of everything I do and make sure this documentation gets relayed to your boss!
I think that in today's fast paced world where technical staff and management are constantly changing, it is important to always have the following up to date and available for a new manager.
1. Current org chart with vacancies and contractors included.
2. Written mission for the department that connects its function with the higher level mission of the department or company.
3. Clear goals.
4. Clear objectives.
5. Issues list (raises, training, PC's, project issues, people issues,etc.).
6. Updated resume or symopsis of skills, experience, education.
7. Wish list.
8. Project list or status on key initiatives.
9. Clear understanding of who your customer is (internal or external) and what their expectations are.
10. Feedback on how you like to work (one on one's, formal staff meetings, written status, hours that you are available, email, PDA, notebook, work from home twice a month, flex time issues, etc.).
These items will help the manager get "up to speed" on your team or department, it will show him/her that you are organized and on top of the key issues.
regards...
1. Current org chart with vacancies and contractors included.
2. Written mission for the department that connects its function with the higher level mission of the department or company.
3. Clear goals.
4. Clear objectives.
5. Issues list (raises, training, PC's, project issues, people issues,etc.).
6. Updated resume or symopsis of skills, experience, education.
7. Wish list.
8. Project list or status on key initiatives.
9. Clear understanding of who your customer is (internal or external) and what their expectations are.
10. Feedback on how you like to work (one on one's, formal staff meetings, written status, hours that you are available, email, PDA, notebook, work from home twice a month, flex time issues, etc.).
These items will help the manager get "up to speed" on your team or department, it will show him/her that you are organized and on top of the key issues.
regards...
Getting a clear picture of the boss's expectations should not be a boss's expectation of an employee. We see this given as advice to people starting a new job because far too few managers and supervisors are doing their *own* job of making their expectations clear, specific, and in writing to all their subordinates. How can something be an expectation if it isn't being communicated?
Yes I agree with you -- How can something be an expectation if it isn't being communicated?
Managers normally have the syndrome of expecting the employees to find out what they want, what the company wants, and do it before they ask you... even if they never ask you but if things get screw up you're the one to blame. Don't you think that a manager's job should cover more than "finding out who to blame" and "telling the employees that the company has high expectations on you".
Managers normally have the syndrome of expecting the employees to find out what they want, what the company wants, and do it before they ask you... even if they never ask you but if things get screw up you're the one to blame. Don't you think that a manager's job should cover more than "finding out who to blame" and "telling the employees that the company has high expectations on you".
During the 90's, no one could quit because there was no place to go. Now that has changed. The old rule was Authority = Responsibility, but for the 90's, management
could do as it wished and kept the Authority
and delegated the Responsibility. Over the next 20 years, 80 million Baby-Boomers are going to retire. My quess is the foreign national content will soar. So, get ready
Managers,back to basics and Bilingual to boot. You heard it here first, so print this
for future reference.
could do as it wished and kept the Authority
and delegated the Responsibility. Over the next 20 years, 80 million Baby-Boomers are going to retire. My quess is the foreign national content will soar. So, get ready
Managers,back to basics and Bilingual to boot. You heard it here first, so print this
for future reference.
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