
How do you jump-start working with your new team members and become an effective manager? One of my mentees working in Singapore is getting promoted in January, leading a team of five people. She was determined to become “the best boss on earth,” but, as this was her first time managing others, she sought my advice on crafting a thoughtful and effective approach.
A suggestion I offered was to hold an “expectation-setting meeting” within the first month with each of her direct reports. It is straightforward yet impactful. For me, it has been a proven method for quickly establishing mutual understanding, fostering a strong working relationship and providing tailored support to my team members. You can use it any time when you have a new direct report.
Here are the topics to discuss at the “expectation-setting meeting.”
1. Personal background
Learning about family, interests and personal goals is an excellent way to begin. Ask about professional profiles such as past assignment history, best roles or best work achievements.
2. Expectations of the current role and work
What does your direct report want to achieve in the role? How does the individual feel about the work? Encourage your direct report to be open, as this is a new relationship and a fresh beginning. During one such meeting, my new Chinese direct report confided, “I am really struggling. My family is in Vietnam, and I really miss them.” This candid conversation prompted me to find him a position in the Vietnam office, rather than having him leave the company.
3. Expectations of boss
What help and support does your direct report want? What area of coaching and development does the individual need? This is also an ideal opportunity to ask your direct reports for help in areas where you need support.
4. Career interest
Ask about short-term and long-term career aspirations. Discuss what skills or experiences are required to achieve career goals. This conversation enables the manager to create a coaching plan and map out the projects, experiences and exposure opportunities for the direct reports. Share your expectation that the individual needs to own and lead his or her career planning but you will give your full support as the manager.
5. Strengths, weaknesses and hot buttons
One of my direct reports disclosed that his weakness was meeting deadlines due to his perfectionism, while I admitted that my hot button was when someone missed a deadline without any warning. Our amicable solution was for him to give me a heads-up if he anticipated a potential delay. It worked perfectly each time.
6. Reward and recognition
What does meaningful reward and recognition look like to the direct report? When I was a vice president working in Singapore, one of my directors told me, “Jooyoun, I have a large family with three children and parents to support. While recognition is nice, what I truly appreciate is a salary increase. What can I do to get promoted?” It was clear and understandable. This resulted in a productive follow-up discussion about his qualifications for promotion, skill gaps and development plan. He later expressed his gratitude, saying it was a turning point for him. He felt empowered, supported and truly valued the conversation.
7. Preferred operating style
Examples include delegation scope, one-on-one meetings, how to give and receive feedback, communication methods and frequency, and specific scheduling needs. Don’t underestimate how these seemingly small details can make life easier for both parties. They also allow your direct reports to understand your preferences rather than having to guess them.
Below are tips on how to conduct an expectation-setting meeting.
- Clearly communicate that your goal is to get to know each other and establish a strong working relationship.
- Send out the topics and give ample time to prepare for the meeting.
- Reassure and maintain confidentiality.
- Have the direct report go first and then you share yours.
- Listen and seek to understand.
- Show your vulnerability. It builds trust fast.
That's it! It's a simple way to establish a positive and effective working relationship. Give it a try and let me know how it went!
Kim Jooyoun, an independent board member at SK Innovation and a former CEO at P&G, answers questions on careers and multinational companies. She can be reached at kimjy2025@outlook.com. -- Ed.