Having a new director commence at your fellowship can be equal parts exciting and terrific . A new boss can fetch a fresh view to your job — but a clean ticket also means you ’re starting from square one in terms of make his or her trust and approval . Karen Dillon , generator of theHBR Guide to Office Politics , spoke with theHarvard Business Reviewabout building a potent human relationship with your raw manager . Her main takeaway : recollect that your boss is probably emphasize about their young view , too .
Empathize with your chief by ask yourself what you could do to help them settle in , Dillon toldHBR . One cunning way to get them up to speed in a jiff ? bridge player over a transcript of your resume .
Dillon recounts a write up of one employee who made a great impression by doing just this on Dillon ’s first Clarence Day as a new manager . “ I had met so many people that day and she was one of the last , ” Dillon toldHBR . “ She just handed me her curriculum vitae and enounce , ‘ I just want you to have intercourse a niggling bit about my background . Read it at your convenience . Here ’s the gist of what I do . When you ’re ready , I look forward to utter to you about how we work together . ’ It was just a few minutes . But it was so sensitive to me , so emotionally well-informed to me as the new manager . ”
It ’s also smart to anneal your expectations : You may have had a antic relationship with your old boss , but build a solid foundation with your new manager will take time . " It may not be potential to have a rich , great connection in the first few 24-hour interval or even few weeks , " Dillon toldHBR.So , look for common priming with your manager as you get to know them , and be elastic with your study habits as you image out their preferences and communicating way ( your old knob may have pet email , but your newfangled manager might like to catch - up face - to - face ) . The more willing you are to go with the menses as your boss settles in , the quick they ’ll palpate like they can bank on you .
[ h / tHarvard Business Review ]
