The new manager struggles to communicate with others.

They are inconsistent at communicating with others. ∶

They are effective in all communication with others.

The new manager does not communicate expectations and goals with the team.

They rarely or sometimes communicate expectations and goals. ∶

They are effective at consistently communicating expectations and goals. The team knows what's expected to reach team goals.

The new manager is unwilling to provide feedback to their team members.

They sometimes provide feedback when a problem reaches a certain point. ∶

They provide regular and effective feedback that is actionable and appropriate to job performance.

The new manager struggles to pay attention to others when they are speaking.

They are selective at listening when necessary. ∶

They are an active and engaged listener and encourage open dialog.

The new manager is ineffective at making decisions or is a bottleneck for team decision-making.

They make some decisions as they are needed. ∶

They consistently make good decisions using a system that is defendable with the information available to them at the time.

The new manager keeps most decisions to themselves and/or doesn't trust the team with making decisions.

They involve team members in decisions when they have to. ∶

When possible, they strategically involve team members in decisions making as a tool for tapping into their experience, skills, or opportunity to train.

The new manager's team doesn't have a vision.

The team has a vision but is not used or is unknown. ∶

The team has a vision and is an effective tool used to prioritize and make decisions.

The new manager's team doesn't have a mission.

The team has a mission but not used or is unknown. ∶

The team has a mission and is an effective tool about how the team how will achieve its goals.

The team doesn't have any goals written down.

Some team goals are written. ∶

The team goals are written and comprehensive. The team is making progress in each goal area.

The new manager is unaware of their team member's background, skills, interests, and/or experience.

They are aware of some team capabilities and sometimes tap into them. ∶

They know the team's capabilities and provide an opportunity for each team member to grow, gain experience, and develop skills.

The new manager does not delegate work to team members.

They assign work haphazardly. Sometimes they will assign work to others that they don't want to do. ∶

They delegate intentionally so that they free themselves up for more strategic thinking.

The new manager's team doesn't do what is asked of them and/or work on what they decide to work on.

Assigned work on the team is often late, incomplete (low quality), inconsistent, and/or unreliable. ∶

Work that is delegated is always completed on time or early and is of high quality.

The new manager avoids addressing performance issues.

Performance issues are addressed when the performance gets bad enough. ∶

Performance is addressed proactively before it's too big and they provide appropriate support. When people leave the team is it usually the person leaving who is deciding to leave.

The new manager has no identified goals.

They have goals that are not written down. ∶

They have written goals and are making progress toward achieving them.

The new manager is ineffective at determining the next most important action.

They are generally good at focusing on big jobs but sometimes neglect smaller projects that are also important. ∶

They have a system to consistently work on what is most appropriate at the time.

The new manager is not transparent with others. People know little about them and what motivates them.

They are carefully transparent when they feel it helps them achieve their goals or career aspirations. ∶

They are appropriately transparent when sharing about themselves.

The new manager is unprepared.

They are confident and competent in some areas. ∶

They are an example for other leaders.

Meetings run by the new manager are unclear, disorganized, and/or inefficient.

Meetings they run generally accomplish what needs to be accomplished but could be better. ∶

Meetings they run are well organized, produce expected results, and are a valuable use of time. Their meetings always have an agenda, are efficient, and always improving.

The new manager's team doesn't have an intentional culture.

The culture of the team has been inherited and they are doing their best with what they have been given. ∶

The team culture is strong and intentional. The new manager has taken full responsibility for creating the culture the team needs to be effective.

The new manager rarely has one-on-one conversations with their team.

As needed they have one-on-one conversations with their team. ∶

One-on-one meetings with each team member are scheduled and recurring.

No one should lead like this new manager.

They recognize that they need to lead more effectively and are seeking ways to improve. ∶

They are effectively developing new leaders.

The new manager rarely meets their goals and results are often incomplete.

They meet some goals but they are inconsistent. ∶

They consistently meet their goals with high-quality results.