| are two times in your professional life when | | | | world with your previous boss—or it was so |
| you’ll experience the anxiety and hope that | | | | bad it made you physically ill—you’re |
| comes with having a new boss: when you begin a | | | | likely thinking one of two things about the person |
| new job and when your boss is the newbie. Both | | | | sent to fill those shoes: it will be just the same |
| situations are fraught with potential landmines, but | | | | (perfect or horrendous) or it will be completely |
| both are also opportunities to create a wonderful | | | | opposite (perfect or horrendous). The truth is that |
| working relationship with your manager. These tips | | | | few supervisor-employee relationships are that black |
| will help you make the most of having a new boss. | | | | and white; most are cordial, occasionally irritating, and |
| When You’re New | | | | occasionally joyful. So if you’re used to |
| • Get his ear early and often. The best way | | | | something on one end of the heaven-hell spectrum, |
| to impress a new boss and forge a smooth working | | | | make sure your expectations hover somewhere |
| relationship is to establish clear expectations. As soon | | | | around “respectful.” |
| as you’ve gotten a few days of orientation | | | | • Take gossip with a grain of salt. Sometimes |
| under your belt, request a meeting with your boss to | | | | a boss’ reputation precedes her, and |
| discuss her priorities for you and how your success | | | | what’s being said isn’t pleasant. If you |
| will be measured. That lets her know that doing well | | | | can’t find anyone with a kind word to say |
| is important to you, and it gives you clear, | | | | about her, you may be in for a bumpy road. But if |
| measurable guidelines for your performance. Make a | | | | some people think she’s great and others |
| point of meeting regularly to talk through new | | | | think she’s an ogre, there’s no need |
| priorities and any potential problems. | | | | to panic. Realize that some personalities just |
| • Communicate your feelings professionally. | | | | don’t mesh and some employees |
| It’s typical for new employees to feel | | | | aren’t the fantastic workers they think they |
| overwhelmed by the sheer volume of things they | | | | are (and, hence, can get on the wrong side of a |
| need to learn in a new job. And when most people | | | | boss). The differing viewpoints are likely the result of |
| feel overwhelmed, they become quiet, edgy, or even | | | | inter-personal conflicts rather than proof that your |
| visibly irritated. Stay in tune with how you’re | | | | new boss is awful. |
| feeling and how you may be coming across to | | | | • Do listen to talk about his work habits. |
| others. If you feel yourself shutting down or getting | | | | Asking peers about your new boss’ |
| testy, it’s okay to say something like, | | | | personality and quirks is fine, but asking about his |
| “I really appreciate everything I’m | | | | work habits and what he considers important will go |
| learning, and if I seem quiet, it’s just because | | | | a long way toward preparing you to make a good |
| I’m processing it.” Your boss will | | | | first impression. If you learn that he’s a |
| understand. | | | | stickler for punctuality, for example, you can make |
| • Ride out the bumps—for a while. | | | | absolutely certain you’re always on time or |
| You’re going into your new job with high | | | | early for meetings. |
| hopes, right? After all, you wouldn’t have | | | | • Don’t show him the ropes unless |
| signed on if you thought it would be dreadful. So it | | | | asked. It may be tempting to try to show your new |
| can be a shock if you discover that you | | | | boss how things are done—either as a sincere |
| don’t especially like your new boss. The best | | | | gesture of kindness or as a power play—but |
| thing to do is give it time. Relationships can change, | | | | it’s not a good idea unless you’re |
| and the first few months are rarely a blueprint for | | | | specifically asked to do so. Why? Your boss may |
| how you’ll eventually interact with your boss. | | | | already feel one step behind everyone else in the |
| However, if your boss is doing anything | | | | department, and, coupled with a supervisor’s |
| illegal—or asking you to do anything | | | | desire to lead, it could rub him the wrong way. Offer |
| illegal—run. | | | | to help in any way you can, but don’t |
| • Check your ego at the door. It’s | | | | overstep your boundaries. |
| tempting to start making suggestions about how to | | | | • Give her a break. You know your job, so |
| improve things in your new office as soon as you | | | | you’re probably motoring along like usual. But |
| arrive. And you might assume that your boss would | | | | your new boss is walking into a completely different |
| welcome an “outside” opinion on | | | | situation, and whether she shows it or not, |
| things. Wrong. It’s important to get the lay | | | | she’s nervous. If she seems distant or hard |
| of the land and understand how and why things | | | | to get to know, cut her some slack for the first few |
| work before you jump in and try to fix things that | | | | weeks. She’s likely knee-deep in a learning |
| your boss may not want fixed. You’ll have | | | | curve, and this may not be an accurate reflection of |
| plenty of opportunities later to voice an opinion. | | | | her personality or management style. Reserve |
| When Your Boss is New | | | | judgment until she’s established in her new |
| • Rein in your expectations. Whether you had | | | | role. |
| the most successful relationship in the history of the | | | | |