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The first impression you give is the one that will
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make a lasting impression and guide the weeks to come.
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A successful entry into your managerial position will
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lay the cornerstone of your managerial success.
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There are 5 traps to avoid
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the invisible man,
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I will describe these 5 traps for you.
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Avoiding parachuting in a position consists
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in maximizing the tiling and anticipating your arrival.
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Tiling is successful when the handover between the
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former manager and yourself has been efficient.
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It is essential to avoid interruptions and the loss
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of orientation in the team as much as possible.
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Meet as much as possible with your predecessors so that
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they can pass on information and files to you,
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as well as their vision of the team and the challenges of the department.
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Ask them what their 5 tips are for the 1st 6 months of your new position.
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This requires the humility to question the predecessor
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and the courage to knock on their door,
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even if they have moved elsewhere.
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Don't think because you've already been a manager,
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you know what it takes to take charge of the team.
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Every team is different.
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The tiling will also be done with your superior and your employees.
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I therefore advise you to quickly find out who will be able to do
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the tiling on the main files and make a clear request for it.
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I'll need tiling on such and such a file.
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Let's schedule meetings together so that it can be done in the best possible way.
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Avoiding parachuting also means making sure that the employees have been informed
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who you are and when you will be arriving.
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Validate that the announcement has been made official for everyone.
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If the field is ready to welcome you,
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it will make your landing easier.
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avoiding invisibility means marking your arrival and opening up to contact.
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On the day of your arrival,
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meet the team in an induction time.
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Ideally you'll be introduced by your superior
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and your predecessor if they're still around.
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They should show that they are in favor of your nomination.
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Let them introduce you favorably and formally ask
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the team to ease your induction and collaboration.
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During this introductory meeting,
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introduce yourself,
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your background,
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your added value,
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your motivation to join the company
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to get this new position.
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A few words about your values,
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all in sincerity,
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and about your managerial approach.
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Say that you're going to meet each one individually and that you'll come back to them
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within a month in a collective meeting after taking the time to listen to them.
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Then actually open up to contact.
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Don't stay in your office invisible under the files.
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Go into the field to see,
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feel the atmosphere,
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the formal and informal communication
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Meet each other,
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try to understand how the department works internally and externally.
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Be present in contact,
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avoiding naivety is being aware of the resistance against your taking over.
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The arrival of a new leader is a change,
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and it's normal that it generates resistance
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that you will have to welcome with lucidity
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Out of the loyalty to the former boss,
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if things went well with him,
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some employees will consciously or unconsciously put obstacles in your way.
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Does your arrival raise concerns about the future of the department,
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about the changes you will make?
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Your arrival will generate a short-term overload of work for employees.
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They'll have to share with you a lot of information and explanations.
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The less knowledgeable you'll be on the subject,
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the more the staff will have to inform you
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and the more they will be resistant to this.
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Many employees have difficulty accepting that a boss
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is less expert and competent than they are.
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Accept it and go to meet them to avoid a retention of information on their part,
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which hinders your first steps in your position
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and reduce the efficiency of the service.
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Diffusing fears and sabotage requires not being naive.
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You may need to burst the abscess if you
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feel the blockage is particularly strong for some.
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If one of your team members wanted your job,
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it requires courage.
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It's better to put this reality out and clear the air.
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It's better to listen to their motivations
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for the job and understand their disappointment
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than to pretend that everything is fine
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while they're over there gritting their teeth.
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Through dialogue,
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you'll be able to understand their desire to evolve and the missions
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they aspire to take on and accompany them in their professional project.
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the dialogue will help start afresh on the basis of
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mutual interest in order to build a future together,
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that of the service and that of their career.
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Conclusion of the point,
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Quickly measure who is worried or dissatisfied with your arrival,
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who wanted your job,
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who you are overshadowing.
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Avoiding certainties means being open and curious.
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Even if you're familiar with the service,
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the sector or the product,
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don't think that you know.
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Take the time to listen from the inside to observe
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with new perspective that you have as a manager.
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If your vision doesn't change much in the first few weeks,
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if you have no doubts,
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it's probably a sign that you think you know it all.
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Giving advice quickly and announcing decisions without listening
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to everyone is likely to generate great resistance.
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Being right will not be enough to ensure
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that your decisions will be followed and effective.
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To avoid going straight into the wall with your certainties,
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the first month's meeting,
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an hour and a half to take your time
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with each team member will be of great help.
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Get to know them,
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discover their skills,
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listen to what they have to share about their experience.
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You can ask them what works well,
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what could be improved,
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and the 33 steps that they would take if they were in your position.
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What motivates them?
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Tell them what your management style is and what you expect from them,
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and ask them how they would like to be managed.
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Tell them that you're not committing to anything
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at the moment because you need some perspective,
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but you will share your vision and your objectives as
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soon as you meet with everyone at the set date,
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about 3 weeks to 1 month after your arrival.
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Do not hesitate to interview peers and clients as well
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in order to get an outside view of the service.
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Its strengths and expectations
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show openness and curiosity.
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You're not a magician who's going to save and improve the service with a
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snap of your fingers just because you have brilliant ideas and optimal management.
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You have the time,
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even if your hierarchy puts enormous pressure on
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you to move everything at top speed.
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Breathe and take the time to lay the right foundations.
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Don't give away your vision too quickly,
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don't make promises before you've had the time to weigh the stakes.
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Beware of non-autonomous employees who will want
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you to make quick decisions for them,
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putting you and the department at risk.
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Always consider the urgency of the decision.
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take the time to see more clearly and to have different points of views.
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Also consider what is at stake and the impact of the decision on the service.
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Is it an important decision?
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If you assume you don't have to know everything,
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you will allow yourself to say,
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how do you see it?
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I'll get back to you in 2 days on the issue,
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or I'll discuss it with my superior and get back to you.
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keep a step back.
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On the other hand,
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do not fall into the opposite excess of inertia.
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There are important and urgent decisions to be made even at the beginning of a job,
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especially if the department is in the midst of a transformation.
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You risk blocking everyone if you don't dare to take the risk of a decision,
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even if you don't have all the information.
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Manageial courage is also that.
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The 5 traps to avoid when taking up a position are therefore parachuting,
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We could have also added a 6 point on
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the importance of creating an alliance with one superior
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in the next video.
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