There will be a number of changes at the office next week. The two managers I've grown quite comfortable working with won't be showing up for work anymore. One will be moving to Canada; the other will be moving to a new job assignment within the group.
It affects me in various ways. First, I expect my boss to lean on me a lot more now. There's still one more manager around, and I believe she is competent and capable. It's just that my boss tended to rely a lot on one of those leaving. I need to step up and anticipate her needs and be ready for what she asks for.
I also expect a lot of work to be turned over. Last Tuesday, as one of the managers turned over his documents, he showed me all the documents that will need looking into, sorting and filing. Aside from cleaning house, I'll need to work at a faster pace to be able to keep up the pace of releasing reports for the Chairman.
One more thing I have started to think about is how to coach each person that I will now supervise. I did not give much thought to this until now, but since we'll be losing two talented people, our group needs to make up for it through the training and development.
Finally, the assets that the two will be leaving behind will be reallocated. The laptops that will be left behind will be given to those who need them. The matter regarding the turnover of company vehicles is a bit more awkward since my boss required that the vehicles be turned over to the department for a change in custodians. I will be benefiting from this so its quite awkward for me to enforce.
With the changes taking effect this April, we'll be in a transition period for awhile. With the possibility of new recruits coming in, the objective is to build the group into an effective multidimensional team that is flexible and experienced enough to undertake projects to the satisfaction of the Chairman. Taking stock of our best practices and learning new tools would greatly help here.
How to do all of this is another problem. And so the story continues...
