Q: what are the best ways a new executive can get to know his or her staff?

As a new executive, I found the best way to get to know my staff was to meet with them one on one, either over breakfast or lunch, and get to know what they liked about their job, what their job descriptions were, and a little bit about them personally. To bring the staff together as a new unit, an outside consultant facilitated a staff retreat a few months after I came on board. It gave us another opportunity to get to know each other and also enabled my staff to get an idea of what my goals and objectives were. I found that open communication, an open door, and transparency are the key ingredients to working together. It is not only something to do as a new executive but something to continue to do with your staff throughout your tenure.

Harriet Fader President and CEO, Diabetes Association of Greater Cleveland; [e-mail]

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The best way to get to know your staff is to schedule a meeting with each person about what they do, what their strengths and challenges are, and how they see themselves fitting into the mission of the organization. In a larger organization, meeting face-to-face with senior-level executives is a start. To increase the perception of accessibility, I encourage having an open-door policy and stepping out of the executive office to speak with people.

Claire Rosenzweig, CAE President, Promotion Marketing Association, New York City; [e-mail]

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When I became executive director here, I interviewed each employee for at least 30 minutes. I asked them what their concerns were, what their professional and personal aspirations were, and what they thought was critical for the association's future success. It was primarily a listening exercise.

Kevin McCray Executive Director, National Ground Water Association, Westerville, Ohio; [e-mail]

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Within the first week, I set up private time to talk with each employee about position, goals, and work environment. I then ask: "If you could change anything here at work, what would you change and why?" Each person places an answer in a basket. Then, at our first staff meeting, I reach in, and as a group we talk about the questions posed. I ask them two questions: As a group, is this something everyone feels strongly about changing, and what could we do to make the change?

You are only new for a small window of time, so take advantage of that time to improve the work environment; you have the perfect opportunity to get feedback and positively affect attitudes. Getting to know your employees produces a respectful relationship that transcends the employer-employee work relationship.

Lastly, write down goals with your employees that they can work on during the next year. Then, set up periodic meetings throughout the year to check in with them, and make sure they are on track to achieve those goals.

Johanna M. Cunningham CEO, Placer County Association of Realtors, Rocklin, California: [e-mail]

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Prior to my start date for my current position, my first steps were to meet personally with the department heads (senior staff) and to request a floor plan of the building with the location of every staff person identified by name and title. I visited each staff person individually to introduce myself and met with the entire staff to discuss my management philosophy. In addition, we planned a staff and family picnic at a local park. This was a great opportunity to get to know staff and their families on an informal basis. I also invited staff and their families to my home for a picnic during my first year.

A relaxed atmosphere can enhance communication, so I authorized casual dress, except when officers or other members are coming to the building, and this has been a big hit with staff. I hold weekly department-head meetings and monthly all-staff meetings, and I encourage an open-door policy.

Carmine M. Valente, CAE CEO, American Institute of Ultrasound in Medicine, Laurel, Maryland: [e-mail]

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