Begin Practical Adjustment
When your mind is in sync with your new role and what it entails, the next thing to do is to settle in properly. By settling in, I mean transitioning, laying foundations, and taking action.
While you make your first moves, your co-workers and other employees will likely try weighing you against your position's previous occupants. If your predecessors were terrible, a better performance — even if mediocre — would buy you some good press.
On the other hand, if your predecessors were great, you've got big shoes to fill. Things can get ugly real quick if you don't exceed or measure up to your predecessors. You have a short window to impress. People will make up their minds quite early into your tenure as manager.
Sometimes, the pressure to perform makes first-time managers begin disruptive and wide-reaching actions during their early days. While it is handy to hit the ground running, it's also vital that you avoid immediately making disruptive changes, especially changes in operation methods.
There's always someone that the status quo favours, no matter how limited or disadvantageous it is to the organization. Within your organization, this category of people will likely oppose sudden changes. It may set you up to fail to maintain the status quo. You might want to keep your enemy count at single digits in your early days. Your first week is supposed to be an orientation phase where you learn and observe. By all means, avoid the urge to make changes even if your employees or subordinates are seemingly hungry for change, run from it during your first week. This is because you're relatively new to the managerial world within your organization, and there may be unwritten rules and cultures you don't know of. You can't see the full extent of the existing way of doing things yet.
Let's say you came to meet a system that involves handwritten memos shared by a courier among team members. It's quite tempting to think that such a system is so Grandpa-ish in nature on your first week. At first, you believe it recks of inefficiency and that digital memos shared with fancy new apps would be way cooler. And boom! You make changes. Only one little problem: the organization held on to the old way of doing things because not everyone got that critical memo the last time the organization tried that method.
Also, most people often see changes as a threat. Their response to this perceived threat — especially one that comes up suddenly — is almost certainly going to work against you. If you make radical changes a little too early, you'll be resented. In any way, this does not endorse mediocrity for the sake of maintaining the status quo, far from it. Changes must happen, especially if the old ways aren't working. However, you'll need to approach change with patience. Patiently observe the details of what you wish to change. When you're ready to make changes, come it in a way that carries everyone along. Be as forthcoming as possible with your co-workers and team members regarding what changes will be carried out and why.
The "why" of a manager's action is usually very important in easing in changes. The more detailed you are in explaining the "why," the less resistance you'll get. Let's say your team members have a Netflix subscription paid for by the organization. And you thought it would be appropriate to cancel it without communicating a reason to your team. Worst off, you did this four days into the job — not cool! As trivial as it looks, you're brewing opposition. Strings of seemingly insignificant changes without an explanation will lead to resistance in something that would matter. Let's say you canceled their subscription with a memo like: "Hello Team, Netflix has been airing TV shows that are against what our organization stands for. We have written to them and will be expecting them to take actions within the next two weeks. If they fail to, we will be moving over to a new Streaming Service. "With something as simple as a few lines of "why," you can help your team get past resistance to change, something that is an integral part of human nature.
You don't have to disclose every detail behind a proposed change. Determining what to reveal and what not to, is within your discretion as a manager.