Change in line management - questions to ask?

YBR

TELLIT01 said:

Hopefully everything will work out OK.  I'm afraid you confirmed all my prejudices against EV when you said it doesn't have the range to allow you to attend a meeting 2 hours from home.  Ho hum.

It's off topic, but I could get there but would not get all the way back before charging. I'd not want that hassle frequently but I do make similar distance journeys less frequently. I bought it with current use in mind, of course!
If you had a more recent EV than mine (2018) it would be fine. I really like my EV but I'd not say they'll suit everyone, and the charging infrastructure is playing catch-up. 

YBR

DullGreyGuy said:

YBR said:

I've been asked for any questions I(we) may have. Anything I should be thinking about?
Owing to the timing with my holiday, I've not as long to think about this as I would like.

It really depends if you have questions you want answered or if you are just trying to look good to the new boss? 

Presumably this person is just a peer of your current manager and therefore its just rebalancing the headcount rather than any potential change in role/focus?

A lot will depend on what type of job you do but personally I'd be asking about the engagement model given the remote management and what they like... obv if your a call centre agent its easy as they can log into a system to see your stats etc but if you are a less operationalised role then some may like a quick call or quick email a couple times a week, others would prefer a more material update one a week or fortnight etc.

Really though, its as much about the manager getting to know you and how to get the best out of you as the other way round!

Several of you say changes in Line management happen, and while I don't deny this, my own experience is different.
I've had only 5 managers in 20 years service (last unexpected change 9 years ago) although layers above are re-arranged more frequently. I don't think it's been done by email previously but maybe that's post-pandemic normal.

I'm not driven by striving to "look good" but good working relationships are important - it's safety-critial engineering and I know my competence and good attitude is valued. 

At the moment this person reports to my current line manager and is therefore technically my peer, but it's complex. I won't go into details as it might be recognisable, and is not particularly interesting. I'm not interested in being a people-manager so there's no angst about heirarchy.

Thanks very much for everyone's comments, it's really helped me figure out what to ask from the off, and what I'm not worried about also!

DullGreyGuy

YBR said:
At the moment this person reports to my current line manager and is therefore technically my peer, but it's complex. I won't go into details as it might be recognisable, and is not particularly interesting. I'm not interested in being a people-manager so there's no angst about heirarchy.

Thanks very much for everyone's comments, it's really helped me figure out what to ask from the off, and what I'm not worried about also!

Its not that uncommon in technical roles and a manager can have a range of level of people working for them with some but not all having direct reports. When I first started as a PM our team ranged from junior PMs on c£30k to senior PMs on £120k but all 16 of us reported directly to the Head of. They restructured after a while so that the 4 SPMs had 3 people each.

I'm like you, I dont like line management and so happy to do what it takes to avoid it. In principle I wouldnt mind therefore becoming a direct report of someone who's technically a peer but I'd be interested in how the discrimination of information will work now I'm one step further removed?

I had an opposite type of problem once where I went from a small business unit with a flat structure (I reported to their COO) and was transferred to a massive business unit with a very tiered structure. The issue was under the group rules you couldn't be demoted through a transformation and so I was still marked as a BU Exec direct report which meant I got announcements, confidential information etc before my boss or their boss. Personally didnt have an issue with it but it created some bad blood with them 

happyc84

ask them how long they plan to stay (under 2 years is common in large organisations)

If only you can ask:- What are  the bringing to the role or are they going to cut  the headcount. 

KiKi

One of my team is based in the Middle East.  We have regular 1:1s every two weeks, we speak on Teams 'huddles' with the rest of the team (we all work remotely) twice a week, and we catch up on anything else by jumping on a Teams call.  However, we did have an in-person relationship before she moved from the UK.  To pick up a remote line management role is harder - so it just requires more effort.  I'd set up weekly one to ones for the first few months, just 30 mins, so you have the opportunity to talk through work stuff and be clear on expectations.  I'd re-go through your objectives with your new manager, make sure they are still relevant and they know what they are.  I'd also set up times (maybe once a week for four weeks or something) for the whole team to speak with the manager on non-work stuff, just to get to know each other better.  Getting to know each other as people as well as having them as your line manager will go a long way to creating a good relationship.  HTH.