Breaking in New Management

A Note to Minions:

If you stay at a company long enough, you're going to know the ropes better than the person who just got hired to supervise you.  

Before you meet with the new manager, remember the great rule of one-on-one meetings: say something good, say something that needs improvement (or is all-around bad news, depending), and end on something that is interesting.  

It will be a reflection on you if the new supervisor flounders over general procedure.  Instead, although it takes time and effort, try and compile job descriptions of various staff and gaps that you hope new management will work to fill.  This is your chance to instigate changes that the old guard wasn't open to.

A Note to Supervisors:

If you're the boss-boss, this is not the time to go, "OK, hired a new person, now the rest of the staff is out of my hands again." This is the time to check in with staff and measure your new hire.  Many supervisors err on the side of believing their good judgment at the interview table is enough to trust their middle management.  Checks and balances must always be in good order.

If you're the new-hire middle manager, it's time to cozy up with your staff.  Listen to what your boss tells you, and take notes, but verify their assertions with staff.  Many middle managers make the mistake of getting their information of practices and procedures through people who are too removed from the daily grind to be accurate or up-to-date.  This causes discord and contempt from your staff team and separates you from being able to infiltrate effectively.