After you have worked for or with someone for a while you learn their work style – and the quirks and preferences that comprise it. But why make people wait or make your colleagues guess how you do your best work?

It is becoming more popular to provide a “user manual” as part of the onboarding or transition process to help others know how to most effectively work with you. User manuals are frequently compiled with information from someone other than you – by asking current people who report to you what it is really like as one of your direct reports or colleagues. A user manual shares information about how you prefer to work with people and preferences that may help new staff to know about your style right from the beginning rather than after months of experience.

An example of some of the comments from a direct report that are included in my user manual:

  • She believes that nothing is sacred…meaning that just because we’ve done something a certain way, it’s encouraged to ask why or offer a new solution.
  • She makes decisions…sometimes too quickly, which can be frustrating when it’s not the decision you want. However, you can make your case and she will listen. 
  • She is extremely organized, and always follows through. I have NEVER met someone who follows up like she does. If she asks you to do something, she will hold you accountable to it.

Wharton professor Adam Grant wrote about compiling a user manual and suggests asking others these questions when you are gathering information:

  • What brings out the best in me?
  • What brings out the worst in me?
  • What do you see as my strengths and weaknesses?
  • What are my blind spots?
  • If tomorrow was your first day working with me, what information about my personality would help you work with me more effectively?

 Overall, compiling a user manual is an enlightening experience – it’s both fascinating to hear how others describe your style and illuminating for new colleagues to have their expectations more closely aligned to the reality of working with you. Take some of the guesswork out of your working relationships and share the good, bad and even ugly up front.

For additional information and examples, click here.

About the Author leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

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