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Jump-Start your first week as a new manager

JUMP-START Your First Week as a New Manager: The No-Favorites Edition!

By AW Schade


Congratulations, Newbie Manager!

You’ve finally made it to the big leagues! But before you start picking your work “bestie” or planning your "Cool Boss of the Year" acceptance speech, let’s set the record straight: being a great manager isn’t about hiding behind your favorite employees or being the life of the office. It’s about leading by example and making sure everyone plays by the same rule book—kind of like a fair couch in a game where the goal is success for all.

Now, let’s set some realistic expectations. This guide can’t work miracles or transform your personality (sorry, that’s on you and your self-help book collection). But what it can do is help you organize your thoughts and approach to managing effectively. Don’t stress about trying to be the office hero; your inner circle of respect will build itself over time. Employees know who the experts and leaders are—they’ll gravitate toward the ones who show up, step up, and lead with integrity.

Good luck, and remember: this is just the beginning of your leadership journey!

The Scene of Your Future Success (or Chaos)

Picture this: You're inheriting a team of 20 workers who’ve been missing their production goals more often than a storm misses a picnic. You’re manager number three in two years (no pressure!). Your team breaks down like this:

  • 15% Rock Stars (resist urge to immediately befriend)

  • 60% Solid Performers (don’t ignore these reliable folks)

  • 25% "Needs Improvement" Crew (who deserve the same respect as everyone else, but most likely have performance problems. These employees are not immediate candidates to be fired. Instead, it’s up to you to determine a plan for their improvement. Sometimes, changing their position can reap success. However, if that fails, dismissal might be best for all.)

1st MONDAY: First Impressions Matter (For Everyone!)

  • Show up early to arrange your office. Having boxes around makes you look busy and gives people an excuse to pop in.

  • Schedule a mandatory team meeting for Thursday or Friday*. Aim for 90+% attendance - sick people and those on vacation get a pass, but no playing favorites with excuses from others.

  • As folks arrive, introduce yourself to EVERYONE. That means:

    • Same friendly tone for the chatty ones and the quiet ones.

    • Equal time for the veteran employees and the newbies.

    • No extra attention to the office social butterflies, or the one you already know are superstars

  • Observe everyone equally - yes, even the "star performers" get watched for excessive breaks and personal calls.

*It might be beneficial to schedule the first Thursday team meeting as soon as you're announced as the new manager.

TUESDAY-WEDNESDAY: The Eternal Watch

  • Keep observing your team’s interaction - think as a security camera, not paparazzi.

  • Talk to other managers about your team, but avoid gossip or pre-judgments.

  • Prepare for your big meeting by noting both positive and negative behaviors - from EVERYONE.

THURSDAY: The Big Show (AKA “Your Winning Goal and Expectation Meeting”)

Start on time - waiting for latecomers is showing favoritism to the tardy and penalizing those who show up on time! During your two-hour introduction meeting:

  1. First 15 minutes: Get everyone engaged

  • Talk about trivial subjects outside business.

  • Call on different people, not just the eager hand-raisers.

  • Mix up who you make eye contact with.

  • Spread the conversation around like butter on toast

  1. Show the team’s performance data

    • Present facts, not opinions.

    • No sugar-coating for anyone.

    • Make it clear everyone’s contributing to these numbers.

    • Be clear you’re going to fix it as a team.

  2. Set crystal-clear expectations that apply to EVERYONE [including YOU!]:

    • Timeliness and individual performance:

      • 100% achievement of work objectives is minimum performance.

      • 8:30am means working at 8:30, whether you’re the CEO’s nephew or the newest hire.

      • Lunch is 60 minutes for all, even if someone brings homemade cookies.

      • Breaks are 15 minutes every two hours - yes, even for the coffee addicts and smokers. [company policy]

    • Communication:

      • Minimizing personal calls/texts applies to everyone.

      • Meeting attendance is mandatory for all (exceptions must be approved by you) and will start on-time.

    • Team Unity:

      • Problems get solved on a timely basis, regardless of who’s involved.

      • Everyone sets the example for maintaining a positive environment.

      • We all will lead to resolve external issues impacting performance. [You’re the final arbiter.]

  3. End the meeting on a positive note. Ask for everyone’s understanding and commitment.

You: Set up a monthly newsletter of team actions completed, team and personal achievements, and performance status against objectives. Ensure everyone is always on the same page toward the goal.

 [You] Ongoing: 

After the meeting, or no later than Friday, send out a meeting summary memo of the topics discussed, and plans going forward. At minimum, do this on a monthly basis. Your team wants to follow their progress and know what you’re focused on. Do this after every group meeting. I

2nd WEEK -  MONDAY: “Your Leadership Test Begins”

A. Observe how everyone follows the rules you previously established - and yes, I mean EVERYONE.
B. Privately address any rule-breaking immediately and consistently. If it becomes an employment issue, address it! No matter who the employee is.
C. Start sketching out a schedule for one-on-one conversations with EACH team member after your upcoming team meeting. [This will take a while, but needs to be done in a timely manner.]

  • Same length meetings for all. One hour is sufficient for most.

  • Same level of attention and preparation to discuss their performance, share ideas, concerns, and personal goals. As well as confirming performance and your expectations.

  • Same opportunity to share ideas, concerns, and personal goals.

  • Identify the problems and put a plan in place to fix.

D. Schedule the next monthly team meetings to identify input/output performance status/issues and steps taken to fix them. Along with recognition for overachievers, if applicable.  Include ownership and status of open tasks.

Go, Newbie, Go! Lead your team by EXAMPLE, focusing on winning as a team. Put measurements and work plans in place. Measure those objectives to completion. Ensure the to-do’s you’ve personally been given are done! Show you are the leader.

Other Thoughts!

Recognition Done Right

Want to show appreciation without playing favorites? Here's how:

  • Create transparent award criteria.

  • Document achievements consistently.

  • Celebrate wins publicly based on actual metrics.

  • Keep recognition programs open to all.

My Golden Rules of No-Favoritism Management

  1. Rules are like gravity - they apply to everyone equally.

  2. Your star performer still needs to show up on time.

  3. That cousin your aunt made you hire? Same rules apply.

  4. The office comedian gets no special treatment.

  5. Document everything to prove fairness.

  6. Rotate tough assignments and prime projects.

  7. Keep your professional distance - you're their manager, not their new ‘bestie’.

Final Words

Remember: You're not a DJ taking requests - you're more like a traffic light. Green means go, red means stop, and yellow means hurry up... for EVERYONE. Nothing kills team morale faster than watching the "teacher's pet" get away with murder while everyone else has to follow the rules.

Stay fair, stay consistent, and save the favoritism for your pets at home. They're the only ones allowed to give you puppy-dog eyes for special treatment!

Success as a new manager isn't about being everyone's friend - it's about being everyone's fair leader. Now go forth and manage like the impartial boss you were born to be!



My books and stories at Amazon

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