By Alex Kantrowitz, contributor
FORTUNE – So you've just become a manager. As the fizz settles in that celebratory glass of champagne, the newly hired (or promoted) will need to start thinking about the challenges of their recently won positions.
And while you might have an urge to muse about your grand business strategy, you best not disregard what is likely your most critical first challenge: earning the confidence and cooperation of the staff you just inherited.
Ryan Rush ran headlong into this trial as he started his role as a vice president of merchandising and design at Santa Cruz-based O'Neill Clothing. Rush inherited 21 employees in an underperforming men's division and was asked to turn it around. As he set out to accomplish this goal, Rush faced resistance, including open dissension from a star employee who went straight to the CEO to voice his disagreements.
For new managers, Rush's situation is no strange happening; it should almost be expected. So what do you do?
Start by finding out what each employee expects from the company, says Tom Davenport, who is a consultant and author of Manager Redefined. "There is an unwritten understanding of what each employee puts into the company and what they expect to get in return." As long as an employee feels their company is living up to its side of the deal, says Davenport, they will likely continue to invest in their work.
As a new manager, you must assure your staffers that those deals are still intact. The manager is the keeper of the company's side of the bargain and, when a manager is replaced, it is only natural for employees to feel their deals are at risk. Davenport suggests asking employees questions like "Why did you join the company, why do you stay, and where do you want your career to go from here?" These questions will help you understand what your employees think their deals are, and it will give you a chance to show that you are committed to upholding them.
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