What’s in Store: The first day in your new Change Manager role

Starting a new job can stir excitement and anxiety, especially for a change manager. From day one, they face unique challenges and can seize great opportunities. A change manager is crucial in steering organisational changes smoothly while keeping disruptions at bay. This post takes you through a typical first day for a change manager starting a new role, highlighting essential tasks, interactions, and the overall expectations of the workplace.

Arriving at the Office

As the change manager prepares for their first day, they want to feel ready and informed. They very likely spent the evening before reviewing essential documents and materials, or at the very least looking at public information on social media, the company website and news sites. They will probably have looked up the executive team and ensure they know the names of senior people that might be mentioned in relation to their new role. On arrival at the workplace, a mix of anticipation and nervous energy is perfectly normal.

The new role brings with it the promise of new beginnings. As the change manager steps inside the office for the first time, there will likely be a warm greeting from reception staff or a colleague assigned to support their induction and create a welcoming atmosphere.

New change managers should be ready with a friendly smile and a courteous greeting, remembering to foster positive relationships right from the start.

Orientation and Meeting the Team

After initial hellos, the change manager usually attends an orientation session or a meet-and-greet with their manager and team. This setting serves as a valuable chance to make a first impression, introduce themselves and discuss their vision for current and upcoming projects.

During orientation, they gain insights into the organisation’s culture, values, and existing change management processes, which are vital for understanding how to tackle future changes. Learning about team members’ personalities and strengths also lays the groundwork for effective collaboration. For instance, if someone is known for their analytical skills, the change manager may want to bring that talent in to future projects.

Understanding the Change Legacy and Landscape

Next, the change manager digs into the current landscape of projects. This means reviewing ongoing initiatives, assessing the status of past changes, and identifying any existing challenges.

Change legacy may become apparent, especially if it is still on people's minds. Any lasting impact and influence of significant transformations that have occurred in the past may continue to resonate. When individuals reflect on past events or shifts, the legacy of those changes can manifest in various ways, including through cultural practices, social norms, and collective memories.

Getting a day one feel for past change legacy and current change landscape can lead to a deeper understanding of how such changes have shaped current behaviours and attitudes. These may be the conversations people are eager to have with the new change manager.

Building relationships with key stakeholders is essential at this stage. Identifying decision-makers and influencers within the organisation makes it easier to clear future hurdles. Knowing where potential roadblocks lie can save time and resources down the line.

Engaging in Active Listening

Active listening is crucial for building rapport. On the first day, the change manager can start conversations with colleagues about their past experiences with change initiatives.

By asking open-ended questions and genuinely engaging with the answers, they gather valuable insights that can shape future strategies. This approach fosters trust and collaboration, helping to create a cohesive team from the outset.

Diving Into Documentation

After the initial meet-and-greets, the change manager will typically review vital documentation related to ongoing change initiatives. This includes project charters, change impact assessments, and communication plans.

Understanding these documents is critical, as they form the framework for the change manager’s actions. It is equally important to familiarise themselves with the organisation’s change management methodologies and any available tools.

Setting Up One-on-One Meetings

As the day unfolds, the change manager may start scheduling one-on-one meetings with key stakeholders. These discussions provide a more in-depth understanding of team dynamics, challenges, and perceptions of the existing change management approach.

Through these conversations, the change manager can also clarify immediate goals for their position. Establishing these relationships early enhances the chances of future collaboration and support during upcoming initiatives.

Prioritising Key Challenges

Every organisation undergoing change faces challenges. The first day is an opportunity to pinpoint the most pressing issues. By assessing the situation, the change manager can prioritise which areas require immediate attention.

For example, if a specific department has been struggling with a recent change, the change manager may focus on that area in the coming weeks to ensure success. This strategic prioritisation allows for a focussed approach to effecting change and garnering future support from this department's stakeholders.

Reviewing Tools and Resources

Familiarisation with available tools and resources is equally important. The change manager should explore the platforms used for managing change, which can include software solutions, communication channels, collaboration tools and reporting frameworks.

Understanding these tools ensures that they are prepared for planning and executing change initiatives efficiently. For example, becoming familiar with the organisation's project management tool can enhance workflow and communication during change planning and implementation.

Ending the Day with Reflections

As the day draws to a close, the change manager might take time for reflection. It's beneficial to consider what went well, what could be improved, and any next steps that should be taken.

The first day - and first few weeks - in a new role can yield first impressions and cut-through insights that may never be available again. Opening a file for notes, or jotting them down in a notebook, is a golden opportunity to capture the thoughts presented to the change manager during their first few days on the job. These thoughts may well hold critical information needed to resolve frustrations and challenges and drive change forward.

Reflective practice is a great habit to get into, not only for personal growth but also for strategising future actions. While acknowledging the challenges that arose during the first day, ending on a positive note can set the tone for upcoming days and projects.

Wrapping Up the first day in your new Change Manager role

The first day in a change manager's new role can be a mix of anticipation, excitement, learning, and relationship building. It should be about more than just absorbing new information - it should also be about establishing connections and laying the groundwork for effective change management down the road.

By familiarising themselves with the organisation, engaging with team members, and starting to inform future strategies, change managers take the first step towards implementing a transformation that matters. Grasping the dynamics of how change works in the new organisation, promoting collaboration, and forming relationships will lay the foundation for successful initiatives.

After day one, change managers will discover that each day brings fresh challenges and opportunities. The first day is just the beginning, but it is undeniably a pivotal step toward driving meaningful change in the organisation.

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