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1 Safety Respect Excellence Courage One Team First Level Leaders 3 Checklist MONTH. Lead Through Our Values Build Enduring Capability Energise People Maximise Value MONTH. 1. Transition checklist Managing Myself As you transition 14 things to check 1. Make sure there is 4. Work out what adequate handover your mission is Listen. Ask questions like what Handover is rarely a simple could we do to improve?', what process; you may have been trying to manage two jobs for a while, or does the business need us to do?

2 '. Your primary focus Your team and stakeholders will not had a chance to speak to your have useful insights and will should be around predecessor. Ideally you should have several meetings with your appreciate being involved. Don't supporting and underestimate the thought that predecessor and obtain as much has gone into the current mission. growing capability.. documentation as possible. You Check that your priorities are may also wish to meet with the aligned with your manager's HR partner for your new area.

3 And ask them for guidance. 2. Determine who your 5. Ensure that proper 7. Identify and address important stakeholders are processes are in place any problems that need Your line manager, and often your immediate attention You can't manage systematically predecessor, will assist in identifying without proper process and Identifying some business important stakeholders. documentation. If these aren't outcomes that you can realistically You should also bring your own already in place look to agree with perspective.

4 Don't overlook the achieve in the near term will help your team some key documents importance of Your line manager, build your confidence, your profile and processes linked to your team's and often your predecessor, will and your team. Don't take on too activity. assist in identifying important much and resist the temptation to stakeholders. You should also bring say yes' to everything. your own perspective. Don't overlook the importance 6. Agree a common of your team: they are also set of expectations stakeholders.

5 Arrange introductory Ask what expectations your team meetings and look for ways in which and line manager have of you in to help each of them achieve their your one-to-ones and make your objectives. expectations clear. There will be differences; working collaboratively towards a common set of 3. Get the right meeting expectations for example by routine in place agreeing how the BP Values &. Behaviours apply to specific Regular communication with activities in your team will help key people is essential to your achieve alignment.

6 Success. Those people are: your line manager, your team members, key stakeholders and trusted advisors. Agree and diarise a regular communication routine with each of these people. Typically this will range from weekly to quarterly. 2. 8. Manage your schedule 11. Let go of your old role 14. Plan development Your diary will fill up very quickly. Many people are promoted on This may seem like something low It can help to establish regular the basis of competence in their on the list of immediate priorities, blocks of time early on such as current role, only to find that but don't forget that your team daily periods during which you leadership makes very different are also undergoing transition.

7 Answer emails to avoid demands. This can be frustrating Development planning is a good becoming overwhelmed by and it is easy to revert to doing way to demonstrate your desire requests. Baseline core activities, what you know and do best. to support them and a strong then work with what remains of It is important to delegate and to commitment to building capability. your time. demonstrate that you trust people. Planning your own development is Your primary focus should be also important because becoming around supporting and a leader is.

8 9. Make sure you have what growing capability. you need from HR. What HR systems do you need 12. Consider whether you have to access and what key policies the right people in the right you need to see? If you have an HR partner, meet with them roles to achieve your mission and clarify the Level of support A common mistake is to jump into that you can expect. Raise any organisational design too early, questions you may have regarding before you have properly Regular processes which relate to your understood the thinking behind communication team for example: recruitment, the current state.

9 That said, you contractor management, should understand what people in with key people performance management. your team are doing and how is essential to their activity contributes to organisational objectives. your success.. 10. Make sure you have what you need from IT. 13. Develop your Access to relevant IT systems and equipment may seem secondary, elevator pitch'. but if you can't use them It's likely you'll be meeting many effectively it may make doing your people for the First time. Rightly job much harder and stressful.

10 Get or wrongly they will form a familiar with key systems (such as lasting impression of you based expenses, procurement, timesheet on these introductory meetings. management) early on. Do you know how you want to come across? Do you have a clear, compelling story about who you are and what you are aiming to do? . 3. MONTH. 1. Transition Managing Myself checklist As you transition 7 key documents it would be useful to see . Your role BP's description strategy 1 2. Your Your local BP's leadership organisations or OMS Guide and expectations business units Operating process strategy 3 4 5.