How To Host a Compelling Introductory Meeting as a New Manager [+Free Sample Agenda]

Stepping into a new company as a manager can be quite intimidating. Learn how to conduct a killer introductory meeting that makes a lasting impression on your new employees.

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When discussing the topic of meetings, most people tend to think of team meetings , one-on-ones, performance meetings, and departmental meetings . Very few people, we imagine, would have thought about introductory meetings. While these meetings are less known than other types, that doesn’t mean that they’re any less important.

In fact, introductory meetings are vital — especially when you’re beginning a new manager position. It’s important that the first meeting is successful, as a failed introduction can lead to unproductive meetings in the long run. Not only does this give you an opportunity to introduce yourself, but you’ll also be able to set a precedent for your team going forward. 

In this article, we will answer the following questions:

  • What are introductory meetings?

What are the benefits of introductory meetings?

  • What does a sample team meeting agenda template look like?

By reading through this article, you’ll be able to avoid being uncomfortable communicating with your employees. With these best examples, you’ll eventually secure your spot as an excellent managing director. 

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What is an introductory meeting?

An introductory meeting is the very first team meeting that you’ll hold with a new team that you’re working with. Think of this session as a get-to-know-you discussion, where you’ll be able to share a little about yourself and answer any of your attendees’ questions.

Becoming the manager of a new team, especially if you’re an external candidate, can be an overwhelming process. To get the entire team on board with you as their new leader , you need to make a stellar first impression. That’s where these first team meetings come in.

While some introductory meetings can be a little cliche, we’ll use this article to help you create an introductory team meeting agenda that you can follow along easily. 

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Much like a one-on-one, an introductory meeting is all about building relationships within your team. As the new manager, you might not have even met the people that are now meant to follow your guidance. Not having an introductory meeting can cause everyone to feel out of place. It’s best to put a social foot forward and conduct this discussion as early on as you can.

Some of the benefits you can expect after an introductory meeting are:

  • A boost in teamwork
  • Employees’ heightened knowledge of what they’re expected to accomplish
  • Structured common standards and practices
  • Elimination of awkwardness and tension

Let’s break these down further.

No matter how excellent you may be at your own job, no one can do absolutely everything on their own. The leadership team needs to be supported by each person in the department to make sure that everything goes well at work. One of the best ways to ensure that your team is ready to work with you is to introduce yourself.

A change in management structure, be it the adding or changing of a manager, is a disruptive process. This period of change can lead to frustration within the company, as employees may feel unsettled. In fact, change like this is one of the leading reasons why businesses fail .

To get over this as quickly as possible and make sure that your team stays on the right track, you’ll want to schedule your introductory team meeting as soon as possible. With this short introduction, you’ll be able to walk through your main talking points, giving a brief overview of who you are and then moving straight on to how you’re going to help the team succeed.

An introductory meeting ensures that no one wastes time and that you stay on track towards success. When each team member is knowledgeable about your genuine interest and intentions, they will be more likely to feel focused and motivated to work together and with you. 

Heightened knowledge 

The definition of success for one manager may be thoroughly different to that of another. In fact, perhaps you were brought in to replace the old manager as they just weren’t achieving promising results. Whatever the reason for your new position, you’re going to have your sights set on several goals that you want to accomplish. 

Make sure to write into your introductory meeting a section that covers what success means to you. Do you intend to change how the company does something? Are you there with the hope that your management will boost productivity? Whatever it is, make sure that your team knows ahead of time.

With this knowledge and any general tips you have, your team will be alerted on how you want them to act at work. Specific tasks should be given to those of respective departments. If there is a focus that you’re working towards, bringing your meeting attendees into the loop and making sure they’re on the same page will ensure that everyone is prepared for this new working period. 

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Structured standards and practices

Although perhaps the most boring part of this process, one that cannot be skipped over, is setting ground rules. Now, don’t take this too far — remember that you’re working with colleagues, not children.

That being said, some basic ground rules will help your employees understand what you expect from them. For example, one known way to increase the productivity of meetings is to include a meeting agenda with action items. 

Knowing this, one of your ground rules could be to state that all members calling a team meeting must send meeting agendas out ahead of time. Not only does this make sure that team meetings are more productive, but the team meeting agenda will help people prepare beforehand. This even extends to recurring meetings, as a solid agenda can help mitigate the chances of hosting unproductive meetings in the future.

Whatever rules or ideas you want to set as the norm under your management, it’s always best to talk about them as early as possible.

Break down the awkwardness barrier

One of the reasons that introductory meetings fail, when done incorrectly, is that there is tension or awkwardness in the room that makes everyone feel uncomfortable. When introductory meetings go downhill, it becomes more difficult to host better meetings in the long run. 

To combat this, a great tip is to begin with some small talk . Don’t jump into the core of your discussion straight away. Rather, take some time to chat with your attendees and get to know them.

Of course, the extent to which you can do this depends on how many people are in your discussion. If you have a very large team, it’s best to keep this part as short as possible. With larger teams, we recommend getting to know each person on your team in one-on-one meetings. 

These discussions should be conducted as soon as possible when you become a manager as they’ll allow you to better manage your teams and ensure that conversation lines between the group remain open. One of the biggest benefits of an introductory team meeting is that you’ll be able to feel welcome in your new position.

If you haven’t run a one-on-one before, here’s a sample meeting agenda template by Hugo Hugo also offers tens of free agenda templates to be inspired by and customized to your liking. Feel free to take any agenda topics and add your own agenda items as needed. 

manager introduction meeting

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Introductory team meeting agenda template to follow

Now that you know the benefits of an introductory meeting, let's go through a sample team meeting agenda that you can follow.

Keep things simple. There are three main steps that you should incorporate into your introductory meeting agenda:

  • Introduce yourself: Take a moment to present to your team who you are. What is your name, where did you work before this, and how long have you been in the industry? Is there anything interesting they should know about you?
  • Set expectations: After taking some time to introduce yourself and let others give a short overview of themselves, it’s time to explain your goals . What do you expect to achieve on this team? Do you want to improve content strategy ? Or have you been selected to improve the company using your expertise? If you’ve started in the team for a particular reason, you should explain that to the people in the room. Let them know the meeting goal, give examples of strategies and action items you want to discuss, and share your long term vision for the team.
  • Open the floor to questions: Before you let everyone get to their next meeting, give them the opportunity to ask questions. Sending out meeting agendas before this introductory session will allow attendees to prepare a few questions they may have ahead of time. Show your employees that you have a genuine interest to support them. Be sure to be open, honest, and completely transparent in your answers. 

Although you can add more to your team meeting agenda if you'd like, these three parts are the must-dos. These three work together to give your team an insight into how you work, as well as more information about who you are and what you expect.

Follow this introductory meeting sample agenda, and you’ll be well on your way to a productive and successful new role in your company.

Make your next introductory meeting a success

Before your next meeting with a new team, make sure to schedule some time for an introductory meeting. Not only will these team meetings ensure that your whole team has met you and knows more about you, but they’ll also get your team to support your goals and expectations. 

By being prepared for a compelling introduction, you’ll be able to explain your industry background in more detail while showing support for your employees. A lasting first impression at the beginning of your stay will lead to more effective meetings in the future. 

When your colleagues actually know who you are and why you’re leading them, they are more likely to stay focused, productive, and driven. Be sure to schedule a short introduction as soon as you arrive in your new role. 

Using Hugo’s meeting agenda templates and examples, you’ll be able to create a customized version for yourself. Whether you are hosting your next introductory meeting in-person or in a virtual setting , our sample meeting agendas will ensure that you’ll be off to a flying start.

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Article • 9 min read

Meeting Your New Team

Taking your first steps toward a positive working relationship.

By the Mind Tools Content Team

manager introduction meeting

As a manager, meeting a new team for the first time can be nerve-racking. You want to ensure that the meeting runs smoothly and that you establish your leadership, but you need to do this without destroying the team's culture or dynamic, or trampling on its achievements.

Being too heavy-handed can be disastrous, but not establishing the right degree of authority can be, too. However, when it's handled well, an informal introductory meeting can be a great opportunity to learn about your team, to build trust with its members, and to establish a climate of mutual respect.

This article will help you to prepare for your first meeting with your team.

Meeting a New Team For the First Time

The following five steps will go a long way to making your first meeting with your new team a success.

1. Find Out About Your New Team

If there's a company intranet with employee profiles, read up on your team's professional skills and accomplishments, and any other relevant information. If not, perhaps the organization's website has an "About us" or "Meet the Team" page. If appropriate, connect with team members on LinkedIn, in advance. Otherwise, try and talk to HR and see if it can provide you with any details about the team.

Try to memorize people's faces, names and hometowns. If you struggle to remember names, try using face association , in which you make a connection between a name and a unique characteristic. Make the effort to learn how to pronounce people's names correctly, too.

If possible, before you take on your new role, schedule an informal talk with your boss and the team's previous manager. You can gain the outgoing team manager's insights into the team in general, and learn about any conflicts that you need to be aware of.

Keep in mind your organization's wider corporate culture when preparing to meet your team, whether it's formal – with clearly defined channels of communication and decision-making processes – or more informal. This will help you to act appropriately in your introductory meeting, and communicate effectively. Again, if possible, talk to the team's previous manager about their take on the corporate culture , so you have an idea of the beliefs and behaviors that you'll likely encounter.

It's possible that the members of your new team are your former co-workers. Managing peers can be difficult, and you will have to reset your working relationship to do it effectively. But it can still be useful to have an introductory meeting with your colleagues so you all get "off on the right foot."

2. Prepare the Meeting Space

If you are meeting in person, choose a neutral space, such as a meeting room. Consider seating, temperature and lighting to make the room as comfortable as possible. This will help to reduce stress and to promote communication.

If you're meeting is virtual , get set up early so you've got plenty of time to check that everything is working, and ensure you've got the right link to the meeting and the correct software downloaded. Make sure that your internet connection is strong and that you've got everything you need, like a headset and charging point. Check your background in advance to make sure that it's appropriate.

3. Keep It Short and Informal

Before the meeting starts, let your team know that it's going to be a quick introductory gathering, so there won't be an agenda.

Once in the room, explain a little about yourself. Consider using business storytelling to communicate your values and what you're trying to achieve. At this stage, you needn't go into great depth about your plans – that can come later, at a more formal meeting.

Now that you've introduced yourself, explain that you'll be arranging one-on-one meetings with each member of the team, so that you can get to know them individually. Let people know that you'll schedule a formal meeting for the whole team after these one-on-ones have taken place.

Also, make it clear that you'll be spending the first 90 days learning all you can about the team and the way it works. Acknowledge that you may well want to make some changes, but you won’t be doing this until you know what is and isn’t working well.

It's common advice for new managers to look for a " quick win " shortly after they step into a role. By all means, look for an opportunity to improve things, but try to do this without making sweeping changes to the systems or processes that are already in place – they might be there for a very good reason that's not yet clear to you.

Spend the rest of the meeting learning about your new team. Give people the chance to ask questions about you, too. Answer these fully, but try to show humility by guiding the conversation back toward your shared goals, rather than dwelling on your own accomplishments.

Ideally, you want your team to take away the following three messages:

  • I'm glad to be here, and I respect the work that you've done.
  • Please be assured that I'm not here to cause you stress or to make your lives more difficult.
  • I'm here to put you first and enable you to do your jobs well.

It's natural for you to want to be accommodating with people you've just met, but be careful not to get carried away and promise something that you can't deliver. This will help you to demonstrate integrity and authenticity from the start.

4. Model Best Behavior

What you do in your first meeting will establish the tone of your leadership, so be conscious of creating a pleasant working atmosphere in which respect and manners are valued.

Take care of the obvious things : make sure that you arrive on time, dress appropriately, and use professional language. You want to give your team your full, undivided attention, so switch your phone to silent or airplane mode.

Remember that your body language speaks volumes. Adopt an open posture and avoid accidental nervous ticks, such as tapping, which can be mistaken for impatience.

5. Make Small Talk

Small talk is fundamentally about building relationships, so you shouldn't try to eliminate it entirely in an attempt to keep meetings efficient. Our article, How to Make Small Talk , will give you a solid grounding in the art of keeping the conversation flowing.

People will remember how you made them feel, rather than the specifics of what you said. Therefore, asking your team members to talk about their best moments will create positive associations for them. It will also teach you a lot about your team's values.

Practice Active Listening when someone else is talking. Make a conscious effort to understand the complete message by remaining focused on the speaker's words, as well as their tone and body language. Avoid the temptation to think about your response while they are talking.

A common way to build trust is to share some information about yourself (nothing too personal!) This shows the other party that you're willing to make yourself vulnerable by being the first to give something away. Encourage others to join in, but don't force anyone to go outside their comfort zone. First impressions count, so be especially careful not to embarrass anyone.

For more information on this topic, take a look at our article, Building Trust . It explores how honesty and being a team player will help you to become a role model for your team.

There's a chance that your first meeting will take place in a social, not a business , setting. Whatever the setting, be sure to abide by the principles outlined above. Be welcoming, respectful and professional.

The first meeting you have with your new team will set the tone for your relationship with it. A well-run first meeting can instill confidence in your leadership, help you to establish relationships, and have a positive effect on future interactions.

So, thorough preparation is paramount. Make sure that you know a bit about who you're meeting and their culture beforehand.

Hold the meeting in a comfortable, neutral environment. If it's a virtual meeting, iron out any technical issues before it starts, so that they don't become serious problems.

Keep the first meeting informal, but schedule one-on-ones and a more formal team meeting in the coming days.

Practice active listening, model best behavior and use small talk to start building relationships with your new team members.

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New managers, here’s how to run your first team meeting

How to approach your first meeting as a new manager (it doesn’t have to be as daunting as it feels).

manager introduction meeting

It happened: You’re a new manager now. Perhaps, it’s the first time you’re leading a team. Or you’re taking over a new team as a manager. Either way, that first meeting as a new manager is a daunting event. What should the agenda for that first meeting with the new team be? How should you set expectations as a new manager? Should you make prepare some sort of “new manager introduction speech”?

First impressions are often lasting ones. And there’s no better time and place to solidify that impression than the first meeting with your entire team.

Whether you’re taking over a brand new team, or you’re a first-time manager, here’s how to approach that first meeting. I’ll walk through what you should be thinking about, some things you can say, and some questions you can ask…

Build trust, don’t chart a vision (yet).

The goal of this initial meeting with your new team isn’t to map out the vision for the next nine months or declare your mandate for change. You’ll have space (and greater knowledge) to do both in the coming weeks. This first meeting is to establish trust and set the tone for the kind of team environment you wish to foster.

Specifically, as a new leader, you’ll want to internalize these goals for your first meeting:

  • Show you’re worthy of your team’s trust
  • Show that you’re humble and ready to learn
  • Show that you’re intention is that you want to help

This may feel like a passive approach to your new leadership role at first. But keep in mind this one truth: You’re new. And your team will be skeptical of you (rightfully so). So, as tempting as it might be to come into a new team situation and project confidence, certainty, and a sense of direction — know that it will only be seen positively by your team if they trust you. Without trust, your confidence will seem arrogant, your certainty will seem oblivious, and your sense of direction will seem misguided. Nothing moves forward without trust.

How can you build trust within this first meeting? Read on…

Get to know your team members — and take notes.

This may be one of the most overlooked aspects for new managers: Getting to know their team members, personally. Icebreakers can feel forced and trite — but I encourage you to spend some time in your first meeting asking at least a few get-to-know-you-questions to the group. (Here are the 25 best icebreaker questions we’ve found to work well, based on four years of data.) Take notes. Think about how you can incorporate their answers in future interactions, events, etc. For example, someone’s favorite food is ice cream? Consider bringing in ice cream to celebrate their birthday or work anniversary.

You can also use our Icebreaker Tool in Know Your Team , which automates sending 5 – 6 fun get-to-know-you questions that help break the ice in a team.

Share who you are, more than surface-level stuff.

This isn’t about touting your accomplishments and expertise (though, of course, you can share those things in this first meeting if it feels right). Rather, when introducing yourself to the team, it’s a chance to expose who you really are — what motivates you, inspires you, and brings you fulfillment. The more your team knows of the real you, the more likely they are to trust you.

How to do this? Share your leadership philosophy: What do you see as the purpose of a manager? What do you value? Who do you look up to? What drew you to the organization? Share your intentions: That you are here to help, to help them do the best work of their careers, to get out of their way and support them to accomplish something greater. Share your personal interests: What do you like doing in your free time? What social causes or nonprofits do you support? Be mindful to make sure you don’t spend more than 25% of the meeting, tops , talking about yourself. In building trust, the last thing you want to do is come across as self-absorbed.

Make it clear that you’re in “learning mode.”

If you want to build trust as a leader, you have to be vulnerable. You should let your team know that you don’t have all the answers and you have much to learn. This is one of the hardest parts of being a leader . As leaders, it feels like we’re supposed to have all the answers. Admitting that we don’t can feel like a blow to our sense of self. Yet exposing this vulnerability helps build trust in a team — it shows you’re humble, fallible, and human, like the rest of us.

To do this, try saying something like this: “ I am the new person here, and so all of you in this room know more than me. You carry with you insights and experiences that I don’t have. I am a sponge, and I am to learn from all of you. ” No need to beat yourself up and say that you’re ignorant, by any means. Essentially, you are saying that you’re “in learning mode” as a new leader. A learning mindset is one of the greatest ways to show vulnerability, and build trust with your team.

Ask 2–4 probing, thoughtful questions.

The majority of your first meeting as a new manager should be spent asking a few key questions to your team as a group. I’d also strongly recommend setting up separate one-on-one time with each individual employee before or after the first team meeting to further learn what’s on their mind (whichever is most appropriate).

Here are some ideas for questions you can ask…

  • What do you want to change in this team?
  • What do you not want to change in this team?
  • What’s typically been taboo to talk about in the past? What have you been nervous to bring up?
  • What looming concerns or apprehension might you have?
  • What’s been the most frustrating thing to have encountered with the team lately?
  • Where do you see the biggest opportunity for improvement with the team?
  • How do you prefer to receive feedback? (Verbal, written, in-person)? How do you prefer to give feedback? (Verbal, written, in-person)?
  • What’s been the most motivating project you’ve worked on all year? With whom? And why?
  • What excites and energizes you about the company?
  • What are you most grateful for in being a part of this company?
  • What do you think has been a big obstacle to progress?
  • What do you wish was communicated to you more often?
  • When have you felt micromanaged? When have you felt like you’ve needed more support?
  • Who’s the best boss you’ve ever had and why? The worst boss you’ve ever had and why?
  • What was the best team experience for you? The worst team experience?
  • How do you like to be shown gratitude?
  • How often would you like to set up a standing one-on-one or check-in meeting? Every week? Biweekly? Once a month? Once a quarter?

If this list of questions overwhelms you, remember, you only need to pick two to four of these questions for the all-team meeting. Save the rest for your one-on-one followup conversations.

As you listen to the answers, there are a few things to pay particularly close attention to:

  • Listen for the things you can fix, solve, and knock out quickly. Is there a project that is deadweight? Is there a useless policy that’s slowing people down? The best way to build trust with your new team and show that you’re here to help is to actually help.
  • Listen for what people view as “success” and progress, and consider how you’re going to define and measure that. As a leader, one of your primary jobs will be to say what “success” is, and how well the team is doing to get there.
  • Listen for what people’s communication needs are. What do they feel “in the dark” about? How might people prefer you sharing what’s going on? How regularly will you need to set up touch points with team members?

Be proactive in your next steps

As you wrap up your meeting, one of the worst things you can say as a new manager is this: “ Feel free to stop by my office if you need anything. ” Don’t say that. Why? You’re implying that if they have questions or concerns, they have to come to you . The burden is on them , not you. Instead, try saying: “ In the next __ days, I’ll be setting up a time to meet with each of you. From there, based on your preferences, we can set a standing one-on-one time. In the meantime, if you want to meet anytime sooner, grab me in the hall, send me an email — I’d love to sit down sooner. ” There’s a huge difference between the two statements. One is reactive and sounds lazy (the former), while the other sounds proactive and that you want to help (the latter). A strong way to end your first meeting is to show that you’re willing to come to them — that you won’t be waiting for them to bring up issues. You want to show as much proactiveness as possible.

Be prepared for tough questions

Note that you may get asked questions during your meeting such as, “What do you think you’ll change?” and “What do you see as the vision for the team?” Some might be tough to answer, especially with you being new. Be prepared to answer them honestly — and with a good dose of humility. There is much for you to learn. This is only Day 1, and the more you can level with your team that you’re here to learn from them about what the direction or what those changes should be, the better. You’re here to listen and to serve.

This is by no means comprehensive. Every team is different — from who managed the team before you, to the interpersonal dynamics at play, to the challenges that they’re facing with their work. You’ll likely need to tweak some of the question suggestions I offered or some of the phrases I recommended. Regardless, I hope at the very least these tips give you a framework to start planning your first meeting as a new manager and kick things off on the right foot.

Best of luck to you!

☀️ Looking to sustain the momentum as a new manager, after this first meeting? Be sure to check out Know Your Team – our Leadership Training Product can help you learn to be an effective first-time manager, and our tools will help you run effective one-on-one meetings, get honest team feedback, and build team rapport, all in one place. It’s the essential resource to have, as you get your footing as a new manager. Give Know Your Team a shot here today .

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Written by Claire Lew

CEO of Know Your Team. My mission in life is to help people become happier at work. Say hi to me on Twitter at @clairejlew.

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manager introduction meeting

5 Tips to Ace Your First Team Meeting as a New Manager

Leading a successful first team meeting as a new manager, tip 1: set clear objectives and agenda, tip 2: introduce yourself and get to know your team, tip 3: establish open communication and active participation, tip 4: follow-up and take action on agreed decisions, tip 5: review and evaluate your meeting performance.

Other Related Blogs

  • Introduce you and your management philosophy
  • Set the tone for the times to come
  • Clarify expectations regarding work-related and informal interactions

Define Meeting Goals and Objectives

Create an agenda to communicate priorities.

  • Introductions: Include a brief self-introduction as the new manager. Ask each team member to share their name and role.
  • Team Goals: Share overall team goals and objectives and discuss how everyone contributes to these goals.
  • Roles: Clarify team roles and responsibilities and address any role-related questions.
  • Communication: Discuss preferred communication channels.
  • Open Discussion: Invite team members to share their thoughts.
  • Challenges: Briefly state ongoing challenges and their impact.
  • Brainstorming: Collect team solutions and evaluate them per your needs. 
  • Decision: Choose the best solution.
  • Action Steps: Define tasks for implementation. Set a timeframe for execution.
  • Follow-Up: Schedule progress checks and feedback sessions with your team. 

Grab a free template to ace your first meeting as a new manager to make your job easier:

free template for first meeting as a new manager agenda

Conduct a team-building exercise

Encourage your team to introduce themselves.

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Set Ground Rules for Communication

Encourage open dialogue and participation, assign action items and follow-up, share meeting minutes with team members.

manager introduction meeting

First team meeting as a new manager checklist: Areas you need to cover

First team meeting as a new manager checklist

Seek Feedback from Team Members

manager introduction meeting

Deeksha Sharma

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How to Run an Engaging Introduction Meeting (Example+Tips)

Nicole Nemeth author profile

If you're like most people, you probably dread introduction meetings. They can sometimes feel awkward and uncomfortable , especially if you don't know everyone in attendance. However, with preparation and a few helpful tips, you can make introduction meetings fun while keeping everyone engaged.

In this post, we will discuss what an introduction meeting is, how to run them effectively, and provide some tips that will make them more enjoyable for everyone in attendance.

What is an introduction meeting

An introduction meeting is a gathering of people who are new to one another. The purpose is to learn about each person’s background, interests, and goals. You can hold these meetings in person or virtually. They can be as formal or informal as you like. 

An introduction meeting can include any of the following examples.

Meeting between two or more professionals

Job interview

Investor pitch, sales meeting, what are the benefits of introduction meetings, break down the awkwardness barrier.

When you meet someone for the first time, it sometimes seems difficult to know what to say or how to act. Introduction meetings give you a chance to become more familiar with everyone in the group. You can discover each other's interests , which can make future interactions more comfortable.

Increased productivity and communication

Running an introduction meeting will help everyone involved become more productive by setting clear goals and expectations . These meetings also provide an opportunity to learn about each other's communication styles and preferences. 

Improved relationships

When each person gets to know others more intimately, the group will gain trust in one another. As you work to improve relationships, you’ll end up building a better sense of teamwork . 

When people who previously didn't know one another begin to feel like a team, they are more likely to work together and support each other. Overall, this helps everyone find common ground and build rapport .

How to run a successful introduction meeting

1. introduce yourself.

When you're introducing yourself, be sure to include your name, job title, and company. If you're introducing someone else, take a moment to explain why they're joining the meeting and a few details about their role. 

2. Establish the agenda

The introduction meeting should have a specific reason for existing. Make its purpose clear from the start . Establishing the agenda upfront will help keep everyone on track. 

If multiple people are leading the meeting, ensure that each person knows their role in the meeting. It will help you stick to the agenda, ensure that things run smoothly, and avoid confusion. Participants will become bored or even frustrated if the leaders don't keep the meeting flowing.

3. Encourage questions and participation

One of the goals of an introduction meeting is to get to know each other . Encourage questions and participation from everyone in attendance. As a meeting leader, be sure to model this behavior. You can accomplish this by asking your own questions. As well, remain open to sharing information about yourself. 

One of the best ways to use questions is to ask attendees what they want to know about one another. Make good use of the online technology you’ve chosen to use. For instance, ask the group to put their questions into Zoom chat.

4. Use icebreakers

If you run into trouble getting everyone relaxed and comfortable talking, try using icebreakers. 

Related: 50 Icebreaker Questions for Virtual Meetings .

Here are a few examples of icebreakers you can use:

One lie and two truths: Each person tells three things about themselves. Two of the items should be true aspects of their lives. One should be a lie. The others have to guess which one is the lie.

Name game: Go around the room and have each person say their name, followed by an interesting fact about themselves.

What are you passionate about: Have each person share something they are passionate about. It can be anything from a hobby to a cause they care about.

5. List the objectives

After completing the icebreakers, it's time to get down to business by listing the objectives . During this stage, you can expand upon the main topic announced in the first step. 

Be clear and concise when listing the objectives. It helps later in the meeting. For example, you can easily bring everyone back into focus if a participant takes things down on an unrelated tangent.  

6. Reiterate attendee skills and gifts

In step two above, you brought up each person’s role and why they’re in the meeting. Now, expand upon this information. Explain the gifts, knowledge, and skills each attendee brings to the table. 

You can encourage engagement by briefly describing each person’s skills and then asking the group to introduce additional details. Each attendee should write their skills and gifts. Then, have each person go around the table to share this information with the group. 

7. End with a summary and next steps

At the end of the meeting, take a few minutes to summarize what everyone discussed. Establish the next steps. Doing this will help ensure everyone remains on the same page and knows what they need to do moving forward. 

By following these tips, you can make sure your introduction meeting is successful and sets the tone for a productive working relationship.

How one-on-one introduction meetings differ from group meetings

One-on-one introductory meetings are slightly different from group meetings. The main difference is that one-on-one intro meetings are usually shorter. You do not need to run a long meeting when conversing with one person.

Typical one-on-one introduction meeting agenda

If you're not sure what to discuss during a one-on-one introductory meeting, here is an informal agenda to use. 

1. Introduction and overview of the meeting's purpose

Start by telling the other person your name. Tell them a couple of relevant facts about your organization. Then, explain the purpose of the meeting . For example, are you looking to fill an important position? Are you selling a product? 

2. Icebreaker

Adjust icebreaker questions to fit the situation. For example, if running a sales call, you might ask questions about your prospect’s background or how they got interested in the topic. Or, if you’re a manager conducting a job interview, you can use this time to ask a couple high-level personal questions before diving into the meeting’s agenda. 

3. Share your background

After you've broken the ice, it's time to start talking about your background. Share a little about your experience. It will help the other person understand your perspective and why you're passionate about the project. 

4. Goal discussion

The next step is to discuss your goals. Talk through goals in a way that helps the other person understand how working together is advantageous for both parties. 

What do you hope to accomplish by working with this person? 

Are there any specific skills or knowledge you’re looking for in a job applicant? 

What goals do they hope to achieve?

If in a sales presentation, what frustrations do they currently experience?

Self-introduction in meeting examples

Getting your self-introduction right can set everyone up for a successful introductory meeting. You need to take into account the type of meeting you're about to lead. Consider whether it's a job interview, a sales demo, an investor pitch, or a sales meeting. 

Here are a few examples of how you can introduce yourself. 

"Hi, my name is _______ and I'm the manager of the _______ department. 

I'm here today to interview you for the _______ position. 

Before we begin, I just wanted to take a moment to introduce myself and tell you a bit about my background. 

I've been with the company for ______ years. 

I'm excited to get to know you and learn more about your experience. 

Now, why don't we start with you telling me a bit about your background?"

"Hi everyone, my name is _______ and I'm the sales manager for _______. 

I'm here today to give you a demo of our new product,  _______. 

Before we get started, I want to take a moment to introduce myself and tell you a bit about my background. 

I've been in sales for ______ years and I have experience in ______. 

I'm excited to show you our new product and answer any questions you might have."

"Hi, my name is ____. We're here to discuss the __ project."

I'd like to kick things off by telling you a bit about my background. I started at as an intern, and then worked my way up to the position of . 

I'm excited to tell you more about our startup and answer any questions you might have."

"Hi everyone, as manager of the sales department, I'd like to welcome you to our quarterly sales meeting. 

I'll be giving a brief overview of our department's performance over the past quarter. 

But since we have new people since our last meeting, I wanted to take a moment to introduce myself and tell you a bit about my background. 

I've been with the company for ______ years and I have experience in ______. 

I'm excited to share our department's progress with you and answer any questions you have about our next quarter."

5 Tips for an Engaging Introduction Meeting

1. be prepared.

This one might seem obvious, but it's important to mention. Make sure to prepare for the meeting. It means doing your research and knowing what you want to accomplish. 

Create an agenda as you prepare for your meeting. This type of meeting is about getting to know each other. You don't need a formal agenda. However, it might be helpful to jot down a few talking points to avoid forgetting anything important .

2. Keep it short and sweet

Remember, the goal of this meeting is to start a conversation , not to solve all the problems. Keep the meeting short so that everyone can stay focused. 

3. Make it interactive

Using the Inform/Excite/Empower/Involve formula, you can easily run interactive and engaging introduction meetings. 

Kick your meeting off by telling attendees the benefits of getting to know one another. Inform them about the purpose of the meeting and what they can expect to accomplish together .

Get everyone excited about the meeting by sharing your enthusiasm. Remain upbeat at all times . Let everyone know that this is an opportunity to learn more about each other. 

Empower attendees by allowing them to share their own stories and experiences . This is their chance to shine. 

You can further the feelings of empowerment via active listening . Involve everyone in the meeting by asking questions and encouraging conversation . Make sure that everyone has a chance to speak up. 

4. Ask questions

Asking questions always helps when the goal is to get to know someone better. Here are a few examples of questions you can ask. Using these questions will help with the previous point: creating an interactive meeting.

What is your background?

How did you get interested in (topic)?

What are your thoughts on (topic)?

What are your goals?

5. End with a plan

The introduction meeting is just the beginning. Make sure you end the meeting with a plan for how you'll continue getting to know each other. It could be as simple as scheduling a follow-up meeting or exchanging contact information . 

What to avoid while running an introduction meeting

Don’t forget to communicate before the meeting. Provide all participants with details about the meeting, such as the start time and Zoom link.

Avoid talking about controversial topics or anything that might offend someone. You want everyone to feel comfortable and safe during the meeting.

Don’t mismanage time. Starting late, for example, creates frustration in other attendees. As well, keep to your agenda so you don’t waste time during the meeting.

Don’t dominate the conversation. Make sure to give everyone a chance to speak and share their thoughts.  

Don't forget to follow up after the meeting. Send a thank you email or note to the attendees. It will show that you appreciated their time and look forward to working with them in the future.

manager introduction meeting

Cole is a freelance writer with over a decade of experience. With an educational background in journalism, public relations, and social media, she has a passion for storytelling and providing useful and engaging content.

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The Right Way to Start a Meeting

  • Liane Davey

manager introduction meeting

Make a good first impression.

We all know there’s a price to pay for a making bad first impression: A limp handshake conveys low confidence; a wrinkled suit makes you seem lazy; oversharing comes across as emotional instability. But do you ever think about the first impression your meetings make? Frequently restarting meetings for stragglers sends the message that participants have more control than you do. Issues opened for discussion with no clear purpose get hijacked by participants with a clearer agenda than yours. Monologues validate everyone’s fears that your meeting is going to be about as valuable (and as scintillating) as watching an hour of C-SPAN.

manager introduction meeting

  • LD Liane Davey is a team effectiveness advisor and professional speaker . She is the author of The Good Fight , You First , and co-author of Leadership Solutions . Share your comments and questions with her on Twitter at @LianeDavey .

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How to Lead Introductions in Business Meetings

Cartoon: Nice to meet you, Mr. Anon!

Source: Tim Cordell on Cartoonstock.com

Many years ago I was asked to represent my company on a national committee. I had to fly from Portland, Oregon to Washington D.C. for the meeting, find my way around the city wearing an actual business suit and heels, then walk into this room and make a good impression.

I was prepared for the content of the meeting – I knew my stuff – but I was far from comfortable. The 30 or so other members of the committee came from Microsoft, the Department of Defense, and a host of big organizations; I worked for a 20-person web software vendor no one had ever heard of. Most of the committee members were much older than I was, and there were very few women.

Soon enough, the gavel pounded and the chair began the meeting. After a brief greeting, he said:

“Go around the room and tell the group a bit about yourself, starting with Don here.”

Tell them about me? What am I supposed to say in this room of dour-looking, experienced people?

I knew that if I wanted any shot of making an impact in the meeting, the other people in the room had to take me seriously, and this introduction was my chance to make that oh-so-important good first impression. But what could I say that would impress this room? I felt like I was at an awful interview, and I began to sweat.

In this case, I needn’t have sweated the introductions (or my blouse) so much. Don stood up and calmly stated his name and the organization he represented, then sat back down. Simple. As it went around the room, each person followed this short pattern, and I began to relax.

My name and where I work? That’s it? Those are questions I can answer easily! Why hadn’t the chair been clearer about what he wanted people to say?

Poor leadership creates undue anxiety

Introductions in meetings are meant to help people get comfortable speaking together. It’s a meeting after all, which means it only works well if those in attendance talk to each other. That’s hard to do when you don’t know someone’s name or you’ve been put on the defensive by an inappropriate question.

For many people, those first minutes of a meeting will always be nerve-wracking. How the meeting leader handles those opening minutes can make a huge difference in the effectiveness of the conversation that follows.

For that committee meeting, I spent the first 15 minutes unclenching from the adrenaline overdose and had no idea what they talked about. In an online setting, if you lose someone’s attention like that for 15 minutes, they’ve missed half the meeting!

How should that committee chair have started the introductions, then?

Let’s start with some basics.

The Cardinal Rules of Leading Business Meeting Introductions

Rule 1: make sure everyone gets introduced..

If someone is important enough to be invited, they must be introduced. Business introductions make sure the people in the meeting know who they’re talking to. They provide critical context for the discussion, giving everyone a sense for the range of perspectives and experience in the room. With an online meeting, having everyone introduce themselves also reveals any issues with audio or language differences.

This goes for latecomers and other people who walk into the room, too. While you shouldn’t interrupt someone to introduce a new attendee, make sure use the next pause to quickly do so. If you’re on a conference call and the CEO walks into the room behind you, the people on the other side of the phone deserve to know that the audience just changed.

Rule 2: Provide clear direction.

Tell people specifically what you want them to share with the group, and provide an example by introducing yourself first. This was the big mistake in the committee meeting I attended; the leader left it up to the group to figure out how to introduce themselves. For someone new to the group and inexperienced like me, he might as well have pointed my way shouting “Dance, monkey, dance!”

Not sure what you should ask? You’ll find example questions below.

After explaining what you want to hear, cover the order in which people should speak. For online meetings, go top-to-bottom through the attendee list.

Rule 3: Keep it safe.

If you give clear instructions and provide an example by introducing yourself first, you’ll have a great start on alleviating anyone’s anxiety.

To further ensure you don’t inadvertently shut someone down:

  • Never ask people to share potentially sensitive information in a business setting. Stay clear of topics that get too personal; not everyone has happy childhood memories, and lots of adults just don’t have a favorite band or ice cream flavor any more. If you must delve into the personal, save it for your team-building exercises and off-sites.
  • Don’t ask questions that make people feel they have to justify their right to be in the meeting. You may need to understand the skills and expertise of the people present, but there are ways you can find this out without making someone feel like they’re being interviewed.

This doesn’t mean you have to keep introductions terse (Name & rank, attendee!) or boring (How’s the weather there, Steve?). Instead, craft an introduction question based on rule #4.

Rule 4: Make introductions relevant to the meeting.

Context (not content) is key. The best introductions will help everyone understand how each participant relates specifically to the situation at hand.

Are they there just to listen, or do they have an agenda of their own? Are they an expert in subject, or is this all completely new? Will they be in charge of decisions, or expected to carry them out?

Include at least one question in your introductions that ties directly to the goal of the meeting and reveals some of this context.

The Basic Business Introduction Questions

For business and professional meetings, introductions should always include:

Each person’s first and last name

Then, context, context, context!

The company or department they represent This is their business context.

Current location (for remote attendees) This is their personal context; important for understanding time zone concerns, possible connection issues, and background noise.

Why they’re at the meeting This is their meeting context.

To get at this last one, you might ask:

  • What’s the most important thing you want to get out of this meeting?
  • What are you hoping to learn here today?
  • What prompted you to be here today?
  • What excites you most about the work we’re doing here?
  • What skills can you contribute to the team that may not be obvious to the rest of us?

Related:   The Essential Project Kickoff Meeting Agenda

When you have more time: Introduction Activities

Most introductions run like an icebreaker’s disapproving neighbor. They’re in the same general area, but definitely living different lifestyles.

These activities dip their toes into the team-building waters, bringing a little more game-feel to the meeting, while still keeping it all very professional.

Gifts and Hooks

We’ve talked about this one before , and bring it up here again because this is the best example we know of a non-fluffy, clearly useful introductory game for working teams.

In Gifts and Hooks, the leader explains that team members bring gifts to the table (their skills, knowledge, etc.), but they also need hooks — things the person needs in order to remain fully engaged. Team members write down both their gifts and their hooks, then go around the room to share them.

You can get a detailed description of Gifts and Hooks by Michael Wilkinson on the IIF site.

Alliteration Alleviates Anonymity

To increase the energy in a group and help stir the creative juices, Denise Grissom Bradford suggests asking people to introduce themselves using an alliteration (i.e. Dancing Denise from Duluth or Jolly John joins jauntily).

With the right group, and especially as a start for brainstorming or other creative meetings, this approach is fun without pushing the goofy too far out of bounds. And, since one of your goals is to help people learn each other’s names, alliteration definitely makes members memorable.

Other variations: Limericks! Haiku!

Questions from the group

Instead of coming up with the questions yourself, ask the group what they want to know about each other. This works best if you go over the meeting purpose first, and provide an example.

If you’re meeting online, ask people to type their questions into chat, or put them on cards if you’re face-to-face. Remind everyone that the questions shouldn’t be embarrassing or difficult to answer.

Then, go around the room and ask each person to state their name and answer one or two of the questions posed by the group.

Related:   5 Icebreakers for Distributed Team Meetings

Final tip: You don’t need to start with introductions

Introductions usually come near the beginning of the meeting, but they shouldn’t always come first.

For most meetings, you’re better off starting by confirming the meeting purpose and goals. Welcome everyone, clarify why you’re meeting and what the team is meant to accomplish, and THEN go through introductions.

Starting with the meeting purpose FIRST establishes the all-important context for the introductions that follow.

Introverts, newbies, and meeting-avoiders:

What other tips would you give meeting leaders to help make introductions go more smoothly for you?  Let us know in the comments here or  on Twitter , #bettermeetings.

Categories: leadership & facilitation ​ tips & techniques

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How To Introduce Yourself as a Manager To A New Team

Disclaimer : We sometimes use affiliate links in our content. For more information, visit our Disclaimer Page . 

Stepping into a managerial position brings with it a wave of new responsibilities and opportunities. One of the most critical steps in this journey is mastering how to introduce yourself as a manager to a new team. This initial communication not only sets the precedent for your leadership but also lays the groundwork for all future interactions.

Whether through an email or in person, this crucial moment is about more than simply stating your role; it’s a chance to signal trust, competence, and the type of leader you intend to be. This article serves as an essential guide, ensuring you make a powerful and lasting first impression as a new manager .

Key Takeaways

  • Creating a memorable first impression is crucial for managerial success.
  • A well-crafted introduction can facilitate immediate rapport and ongoing team cooperation.
  • Transparent communication of professional background establishes credibility.
  • Sharing a management philosophy helps align team efforts with organizational goals.
  • Earn trust by displaying genuine interest and openness in learning about team members.
  • Personal stories and professional achievements can enhance relatability and respect.

How To Introduce Yourself as a Manager To A New Team

Understanding the Importance of a Good Introduction

Every new managerial role encompasses not only the oversight of projects and strategies but also the critical task of  building relationships  that facilitate the success of those endeavors. The initial moments when a manager addresses their team can reverberate far beyond the meeting room, impacting the manager’s ability to lead effectively . A good introduction is paramount in setting the stage for managerial success, fostering a positive attitude among team members, and establishing  leadership qualities that encourage respect and cooperation.

Why is the  first impression vital in a professional setting, especially for a manager? It’s the moment when team members begin to subconsciously decide whether they’re likely to trust you, whether they’ll genuinely listen to what you have to say, and ultimately, whether they’ll follow your lead. Let’s delve into how crafting a compelling introduction can serve as the keystone for immediate and future success.

“The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” – Babe Ruth

Just as a successful baseball team relies on the collaborative effort of its players, a manager’s success hinges upon the collective input and drive of their team. Establishing rapport through a sincere and thoughtful introduction lays the groundwork for this level of collaboration.

Considering the components listed above, it’s clear that a good introduction doesn’t just introduce the manager; it opens doors to  mutual respect and collaboration . When done right, it allows the team to sense their manager’s authenticity and dedication, which is critical in building the sort of relationships that translate into meaningful results.

  • Introductions are more than a mere formality; they’re a strategic tool.
  • First impressions can last far beyond the initial meeting, influencing team dynamics .
  • Effective relationship-building is the cornerstone of leadership.
  • A positive managerial presence encourages a positive team ethos.

In sum, as a manager, your introduction is your first real opportunity to demonstrate the qualities that will define your leadership. Seize this chance to present a succinct yet compelling narrative of who you are, what you stand for, and how you envision the path forward—your team’s cohesion and success depend on it.

Crafting Your Introductory Email or Speech

For many stepping into a leadership role , crafting a new manager introduction email to the team or preparing that first manager introduction speech at a team meeting is pivotal for setting the right tone for future interactions. These communications are key to establishing a connection, demonstrating your approach to sharing management philosophy, and encouraging team dynamics.

Here, we outline how to approach both the email and speech with intent and personalization to ensure they resonate with your new team.

Components of an Effective Manager Introduction Email

Writing an introduction email to the team as a new manager requires thoughtful consideration of communication styles to ensure clear and approachable correspondence. The elements of such an email are outlined below, offering a guide to a well-received introduction.

  • Personal Greetings:  Begin with a warm and personable opening, addressing the team collectively and, if possible, acknowledging individuals or specific accomplishments of the team you’re joining.
  • Professional Background:  Provide a synopsis of your professional background, highlighting experiences relevant to your new role and how they equip you to add value to the team.
  • Management Philosophy:  Express your core values and leadership approach, detailing your commitment to fostering an environment where every team member is heard and valued.
  • Preliminary Goals:  Offer an insight into your immediate objectives and how you plan to collaborate with the team to achieve these milestones.
  • Invitation to Communicate:  Encourage an open-door policy from the start by inviting team members to reach out for one-on-one meetings or to share any input or concerns.

The tone of your email introduction should strike a balance between confidence and humility, exemplifying a leader who is both assured and eager to learn from their team. Below is a table summarizing how these elements can impact the initial perception of your leadership:

Email Introduction Example

Introducing yourself via email offers the opportunity to thoughtfully present your background and vision to the team. This method is especially effective when managing remote teams or when an in-person introduction isn’t feasible. Below is an illustrative example:

Example: Subject: Greetings from Your New Manager – [Your Name]

I hope this email finds you well. I am [Your Name], and I’m honored to be stepping in as the new manager of [Team/Department]. My background in [relevant experience] has instilled in me a strong belief in [a core leadership value or principle], and I’m excited to bring this perspective to our team.

I look forward to fostering an environment where each of us can thrive and contribute to our shared goals. I’m keen to learn about your ongoing projects, challenges, and successes. Please feel free to schedule a one-on-one meeting with me or simply drop an email anytime. Your insights will be invaluable as we move forward together.

Best regards,

[Your Name]

Writing a Speech That Resonates With the Team

Delivering a manager introduction speech during a team meeting is about creating a moment of shared understanding and vision. Here are some strategies to ensure your speech has a powerful impact:

  • Reflect Authenticity:  Allow your personality to shine through—this helps in breaking down barriers and making you more relatable.
  • Express Vision:  Clearly articulate your vision for the team, making sure to weave in how every member’s role is integral to achieving this.
  • Open Dialogue:  Strive to create an interactive atmosphere, encouraging questions or comments, thereby fostering a collaborative environment right from the start.

An engaging speech includes  elements of storytelling , using personal anecdotes that highlight lessons applicable to team and business objectives. The following quote encapsulates the essence of leadership communication:

“Leadership is not just about giving energy… it’s unleashing other people’s energy.” – Paul Polman

Remember, your speech is not just about introducing yourself; it’s about laying the foundation for future success and unity within your new team.

Making a Positive First Impression During the First Meeting

When it comes to leadership, the value of a positive impression cannot be overstated. How a manager presents themselves in that  first meeting  is often seen as an indicator of their managerial approach, which in turn can significantly influence team rapport and the overall dynamic moving forward. Below are essential strategies to ensure you start on the right foot.

Non-verbal cues speak volumes during initial introductions. Everything from your posture, eye contact, and even the firmness of your handshake contributes to how your new team perceives you. Embrace moments of silence to reflect on responses, and maintain a sense of presence and openness that invites collaboration and communication.

  • Body Language :  Use open gestures and maintain eye contact to project confidence and approachability.
  • Facial Expressions:  Smile genuinely to put your team at ease and signal friendliness.
  • Dress Code:  Your attire should match the company’s culture, demonstrating respect and adaptation.

Introducing icebreaker activities can rapidly dissolve any potential awkwardness and foster a comfortable environment for discussion and interaction. These activities should be light-hearted yet insightful, providing a platform for each team member to share and participate.

Active listening is an invaluable skill for a manager. When meeting your team, practice attentive listening, acknowledge input with nods or brief interjections, and ask clarifying questions to demonstrate engagement and respect for the speaker’s point of view.

“Most people do not listen with the intent to understand; they listen with the intent to reply.” – Stephen R. Covey.

The quote by Covey encapsulates the essence of active listening and underlines the importance of genuinely understanding your team members, not just hearing them.

The combination of these techniques creates an atmosphere that not only conveys professionalism but also illustrates a personal investment in the well-being and success of the team. A well-executed first meeting can pave the way for strong team relationships characterized by trust, collaboration, and open communication—key to achieving collective goals.

In-Person Introduction Example

An in-person introduction is a powerful way to establish a connection with your team. It allows you to convey your leadership style , objectives, and personality through both your words and non-verbal cues. Here’s an example of how you might approach this:

Greetings and Opening Remarks:

Upon entering the conference room, you carry an air of approachable confidence. As you make eye contact with your new team, a warm, inviting smile accompanies your greeting. “Good morning, everyone! My name is [Your Name], and it’s a true pleasure to join you as your new manager. I’m enthusiastic about the opportunity to collaborate with such a talented group and am committed to our collective success.

Sharing Your Background and Leadership Philosophy:

“With a background deeply rooted in [relevant industry or skill], my journey has been one of continuous learning and evolving leadership. My approach is centered around fostering a culture of openness, mutual respect, and collective goal-setting. I am a firm believer in harnessing the diverse strengths of our team to overcome challenges and seize opportunities. My priority is to ensure that our environment is one where each voice is heard, ideas are shared freely, and everyone feels empowered to contribute.”

Inviting Team Participation:

“As we begin this exciting journey together, I value the importance of connecting on both a professional and personal level. Understanding what drives us, our passions, and our goals is crucial for our synergy as a team. I invite each of you to share something about yourselves – perhaps a professional milestone you’re particularly proud of, or a personal interest that fuels your creativity. Let me start by sharing [insert a personal detail or hobby]. This is more than just an introduction; it’s the start of building a strong, cohesive team dynamic, and I’m eager to learn about each of you.”

Video Call Introduction Example

A video call introduction is an excellent way to bridge the gap between an email and an in-person introduction. It offers a personal touch while accommodating the nuances of remote communication. Here’s how you might conduct such an introduction:

As the video call begins, you greet everyone with a warm smile. “Hello team, I’m [Your Name], and it’s a pleasure to meet you virtually. I’m joining as your new manager, and while I wish this could be in person, I’m grateful for this technology that allows us to connect. My approach to management is built on [core principles or values], and I’m a firm believer in the power of teamwork and innovation .

Over the next few weeks, I’d love to have individual video calls with each of you to hear about your aspirations and how I can support your growth and our team’s success. Let’s use this opportunity to also briefly discuss our current projects and any immediate concerns you might have. I’m here to listen and work together for our collective success.

Share Your Management Philosophy and Vision

As a new manager, you are not just taking command of projects and tasks – you are leading people. Your  management philosophy  and  vision  act as a compass, guiding your team through the complexities of the workplace. By sharing your unique leadership style and professional goals, you provide a clear picture of what you expect and how you operate—all with the aim of achieving team success through a coherent management strategy.

Discussing Your Leadership Style and Goals

Your leadership style is an embodiment of your values, experiences, and personalities, and it forms the core of your interaction with the team. Expressing your leadership goals is not only about transparency but also about inviting your team to journey with you toward a common destination.

“Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.” – Peter Drucker

Following Drucker’s insight, a measurable leadership goal could be improving team engagement or refining a particular workflow within the team. Such goals should reflect not only your desires as a leader but also the collective aim for professional growth and efficiency.

Expressing Your Commitment to Team Success

When discussing your commitment to team success, it is important to move beyond mere words. Your speech should be backed by concrete examples of how you’ve supported team initiatives in the past or by outlining specific ways you intend to empower and collaborate with your team to recognize their hard work and achievements.

  • Empowerment:  Speak about how you’ll provide the resources and support necessary for team members to hone their skills.
  • Collaboration:  Illustrate your dedication to fostering an environment where every voice is heard and valued.
  • Recognition:  Share the methods you’ll employ to celebrate team accomplishments, big and small.

Setting Expectations and Building Trust

To cultivate a thriving team environment, setting clear and actionable expectations is vital. It’s equally essential to intertwine these expectations with the foundation of trust. Your ability to build trust among team members determines the openness and honesty that will pervade your team interactions.

Team engagement flourishes in an environment where members clearly understand what is expected of them and trust that they can depend on their leader to support and stand by them. This type of setting allows for an open flow of ideas, encourages risk-taking within a safe space, and naturally motivates the team to strive for excellence, cultivating a cycle of continuous improvement and innovation. In an era where effective leadership is often synonymous with a strong, diverse, and cohesive team, sharing your philosophy and vision is not just beneficial; it’s a managerial expectation.

Personalizing Your Introduction to Connect with the Team

When introducing a new manager to a team, authenticity, and relatability are crucial components of establishing a meaningful connection. A personalized introduction is not only about outlining your role but also about sharing your humanity. It’s an opportunity to weave your personal story with professional achievements to humanize your presence, building on professional networking and setting the stage for  professional growth .

Incorporating a Personal Story

A  personal story  shared in the context of a professional introduction can break down walls and allow team members to see beyond the title. Personal anecdotes serve to foster a sense of connection, demonstrating that leaders, too, have pathways marked by trials, successes, and transformative experiences. When personalizing your introduction, the balance is key—select stories that resonate with your audience, illustrate your leadership qualities and underscore collaborative values without overshadowing your team’s role in driving success .

“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou

Angelou’s wisdom highlights the lasting impact of emotional connections in the workplace, reminding leaders that a personalizing introduction is an art form that, when executed well, can inspire and engage a team from the outset.

Revealing Professional Background and Achievements

To establish managerial credibility and showcase your ability to guide a team, it is crucial to share your professional background and relevant professional accomplishments. Discussing key milestones, the leadership achievements that shaped your career, and management techniques you’ve mastered—or are eager to apply—can paint a picture of a well-equipped leader ready to navigate the challenges ahead. This shared history can engender respect and lay the groundwork for mutual professional networking and synergy within the team.

By carefully elucidating the intersections of your personal story with your  professional growth , you not only bolster your reputation but also underscore your commitment to the collective success of your new team. Such an introduction helps to form a bond of mutual acknowledgment and respect that is foundational for thriving team dynamics.

As we wrap up our discussion on the critical role of a manager’s introduction, it’s clear that the initial steps taken to establish oneself set the tone for leadership. A manager’s first words lay the groundwork for future team strategies and managerial decisions. To equip yourself with leadership inspiration, it’s essential to understand that your initial introduction can significantly influence team dynamics and is pivotal in fostering team cooperation. Consciously preparing and personalizing your introductory message is not just about making a good first impression—it’s about integrating yourself into the heart of team synergy.

These insights we’ve gathered are not simply guidelines; they are the ingredients for inspiring and sustaining a positive team culture where collective success is paramount. As you step into your new role, remember that authenticity in your introduction speaks volumes about your dedication and respect for the individuals you’ll lead. These efforts will help establish a milieu where team members feel valued, understood, and motivated to contribute their best.

To all new managers poised to embark on this exciting journey, take these strategies to heart. Embrace the challenge with enthusiasm and let your introductory moments be the stepping stones towards building a cohesive and high-performing team. Your comradeship, wisdom, and passion are the key components in driving your team toward excellence. With the right mix of professional candor and personal touch, each managerial decision you make from this point on will reflect the positive spirit of your leadership and your commitment to your team’s mission and growth.

How should I introduce myself as a new manager to my team?

What are some key components of an effective manager introduction email, how can i make a positive first impression during my initial meeting with the new team, why is sharing management philosophy and vision important when introducing myself as a new manager, how should a new manager set expectations and build trust, related posts:.

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Status.net

Introducing Yourself to a New Team: 9 Inspiring Examples

By Status.net Editorial Team on February 7, 2024 — 5 minutes to read

When you’re introducing yourself to a new team, you want to convey who you are and what you bring to the table quickly and effectively.

1. Reflect on Your Professional Background

Start by thinking through your professional journey so far—where have you worked, what roles have you held, and what key skills have you developed? For example, if you’ve worked in a variety of customer service roles before moving into a team management position, share how those experiences have shaped your understanding of team dynamics and customer satisfaction.

2. Highlight Your Role

Clearly state your current role and what your primary responsibilities will be within the new team. Are you joining as a project manager? Let them know you’ll be overseeing project timelines and deliverables. For instance, “As the new project manager, I’ll be ensuring that our project milestones are met and that everything is moving forward according to plan.”

3. Identify Common Interests

Finding common ground can help you connect with your new colleagues from the get-go. Mention any interests or hobbies that might resonate with the team, especially if they’re related to your industry or role. If you’re in tech and love coding in your spare time, that’s a shared interest likely to catch your colleagues’ attention.

Sample of a Self-Introduction That Can Be Used During a Team Meeting

“Hello everyone, I’m [Your Name], the new [Your Job Title]. With a background in [Your Industry/Field], I’m looking forward to contributing to our projects and getting to know all of you. Outside of work, I enjoy [Personal Interest]. I’m eager to collaborate and learn from this talented team!”

Simple Self-Introductions: Examples

  • “Hi everyone, I’m Alex. I bring a splash of color to everything I design, and I’m looking forward to collaborating with you all on our vibrant projects!”
  • “Hey, I’m Jordan. I have a knack for solving tricky coding problems and I’m excited to contribute to our team’s success.”
  • “Hello, I’m Sam. Leading with empathy and a strategic outlook has always been my approach, and I’m eager to drive our collective growth.”
  • “I’m Taylor, the newcomer to the industry with a fresh perspective and a strong dedication to learn and contribute.”
  • “Hi there, I’m Riley. Bringing insights from customer service, I’m ready to dive into marketing with you all.”
  • “Hey team, I’m Robin. Juggling multiple hats in project management and analysis is my forte, and I can’t wait to support our projects.”
  • “Hi, I’m Casey. Thriving in fast-paced environments and wearing many hats is what I do best. Let’s innovate together!”
  • “Good day, I’m Jordan. With over a decade in finance, my goal is to contribute to our success with wisdom and innovative strategies.”
  • “Hello! I’m Avery. My superpowers are active listening and clear communication. I’m here to ensure we all stay on the same page and succeed together.”

Follow-Up After Introduction

After you introduce yourself, ensure you create opportunities for dialogue and collaboration.

Opening Up for Questions

Once you’ve shared about yourself, invite your new colleagues to ask questions. This gesture demonstrates openness and helps to break the ice. You could say, “I’d love to answer any questions you might have about my background, role, or interests.” By doing so, you encourage two-way communication and show that you value their curiosity and engagement.

Offering Help and Collaboration

Let your team know that you are eager to contribute by saying, “Please feel free to reach out if you need assistance with any projects.” Offer specific examples of your skills or recent work to illustrate how you can support the team. For instance, “If anyone needs help with data analysis or report writing, I have a lot of experience in those areas and would be happy to collaborate.” This conveys your willingness to be a team player and makes it clear how you can add value.

Writing an Introduction Email

An introduction email is your first chance to make a lasting impression. Keep it concise and friendly, ensuring you communicate your role, a bit about yourself, and your enthusiasm for joining the team. Here’s a quick guide on what to include:

  • Your Name and Position : Clearly state who you are and your new title.
  • Your Background : Share a sentence or two about your professional background.
  • One Personal Detail : Mention something personal, like a hobby or interest, to add a human touch.
  • Your Enthusiasm : Express excitement about collaborating with the team.

Example Email:

Subject: Greetings from the New Marketing Coordinator – Jane Smith

I hope this message finds you well! I’m Jane Smith, stepping in as your new Marketing Coordinator. With over five years in the branding industry, I am thrilled to bring my experience to the table. When I’m not crafting campaigns, I’m usually hiking or trying new baking recipes. Looking forward to our journey together and meeting all of you soon.

Best, Jane Smith

Frequently Asked Questions

What are some tips for crafting a professional email to introduce myself to a new team.

Start by stating your role and express enthusiasm about joining the team. Mention your professional background briefly and add one personal interest to give a touch of individuality. Encourage open communication by inviting your new colleagues to reach out for a chat or meeting.

What are key elements to include when introducing myself to new colleagues in-person?

Share your name, position, and a brief overview of your experience and skills. Add a personal touch by mentioning a hobby or interest to create common ground. It’s important to show you’re approachable by smiling and being open to conversation.

How can I effectively introduce myself to a team when working remotely or virtually?

For remote introductions, use video conferencing tools to add a personal touch where possible. Be punctual and present at the meeting, dress professionally, and ensure good lighting and a tidy background. Introduce yourself with clarity, briefly describing your role and what you’re looking forward to achieving with the team.

In what ways can a team leader make a memorable introduction to their new team members?

As a team leader, share your vision and how each team member’s role contributes towards it. Offer insights into your management style and core values. To be memorable, share a short story demonstrating a learning moment in your career or an anecdote that reveals your leadership approach.

What are some engaging opening lines I can use to start an introduction about myself?

You can engage your audience with opening lines like, “Did you know I once…” or “One of my life’s passions is…,” followed by a brief story or fact. This can pique interest and make you more relatable. Another approach is to start with what excites you about your new role to show passion and genuine interest in your work.

  • How to Introduce Yourself in a Job Interview (Smart Examples)
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  • Team Building Questions: 150 Purposeful Examples to Boost Group Dynamics
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What is an effective meeting?

Top view of creative businesspeople having meeting

“This meeting should have been an email.” Emblazoned on coffee mugs, endless memes, and your colleagues’ faces on their ninth video call of the day, this sentence may end up being a catchphrase of the modern era.

As the pandemic rewrote the rule book for coworking and office culture, new processes and untested systems allowed inefficiencies to creep in —inefficiencies that included meetings scheduled for the sake of unstructured discussion or even basic human interaction rather than for productivity. While interacting might be easier than ever, value-creating collaboration isn’t—and its quality seems to be deteriorating .

Effective meetings aren’t just about keeping ourselves from going around the bend. When meetings aren’t run well—or when there are too many of them— decision  making becomes slower and the quality of decisions suffers. According to one McKinsey survey , 61 percent of executives said that at least half the time they spent making decisions—much of it surely spent in meetings—was ineffective. Just 37 percent of respondents said their organizations’ decisions were both timely and high quality. And, in a different survey , 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution of how people worked during the pandemic.

What’s more, when leaders try to solve for inefficient decision making, they too often look to organizational charts and vertical-command relationships. Rarely, in McKinsey’s experience, do they see the real issue at hand: poor design and execution of collaborative interactions. In other words, you guessed it, ineffective meetings.

It doesn’t have to be this way. When meetings are run well, they not only foster better decisions but also leave attendees feeling energized and motivated to carry the momentum forward independently. For tips on how to put a stop to video call fatigue and restart your team’s productivity, read on.

Learn more about McKinsey’s People & Organizational Performance Practice .

What does time management have to do with effective meetings?

“The only thing on Earth that never lies to you is your calendar ,” says renowned business author and McKinsey alum Tom Peters. “That’s why I’m a fanatic on the topic of time management. But when you use that term, people think, ‘Here’s an adult with a brain. And he’s teaching time management. Find something more important, please.’ But something more important doesn’t exist.”

Endless, diffuse meetings, according to Peters, take up far too much of executives’ precious working time. Half of leaders’ time, he says, citing an idea from the Israeli executive Dov Frohman, should be unscheduled. What should they do with all that unstructured time? One typically cheeky suggestion from Peters is to read more.

The reality is that effective meetings and good time management exist in a virtuous circle. Good time management means you feel empowered to turn down unnecessary meetings—and better meetings mean you spend the rest of your time feeling more purposeful in carrying out your work.

How can leaders address the problem of time scarcity?

McKinsey’s experience shows that leaders may want to stop thinking about time management as primarily an individual problem and start addressing it institutionally. Increasingly, time management is an organizational issue with roots deeply embedded in corporate cultures.

Unsurprisingly, the solution seems to be balance. Executives in one McKinsey survey  who reported being satisfied with the way their time is allocated spent 34 percent of their working time interacting with external stakeholders (including boards, customers, and investors), 39 percent in internal meetings (including one-on-ones with direct reports, leadership team meetings, and other employee gatherings), and 24 percent working alone.

Here are five ways to achieve optimal balance in allocating time :

  • Have a ‘time leadership’ budget—and a process for allocating it. When adding a project or initiative, companies should analyze how much leadership attention, guidance, and intervention each will need. In our experience, this is the best way to move toward the goal of treating leaders’ time as a finite resource—one that is as precious as a company’s financial capital.
  • Consider time when you introduce organizational change. Understanding the time required to achieve goals is critical to the long-term success of any organizational change. The hours needed to manage, lead, or supervise an employee can leave managers with little time left over. Getting this balance right can be tough—having too few managers could lead them to feel overwhelmed, with more direct reports than they can manage. But having too many managers can cause redundancies and unnecessary complexity.
  • Ensure that individuals routinely measure and manage their time. Time analysis exercises can yield surprising results—and can inspire time management that more closely aligns with organizational priorities. Including time-related metrics in performance reviews is another driver of behavioral change.
  • Refine the principal calendar. Revisit all standing meetings and make an honest assessment of which ones are being held out of habit and which ones are genuinely useful.
  • Provide high-quality administrative support. In a survey of executives on how they allocate their time , 85 percent of those who considered themselves effective time managers reported that they received strong support in scheduling and allocating time. Only 7 percent of ineffective time allocators said the same. In the case of one global chemical company, the administrative assistant of the CEO considers it her responsibility to ensure that the organization’s strategic objectives are reflected in the way she allocates the CEO’s time.

Learn more about McKinsey’s  People & Organizational Performance Practice .

What are three questions you should ask yourself before scheduling a meeting?

Good meetings nurture better decision making . On the flip side, inefficient meetings not only waste time but also create distraction and confusion even when people are working independently. Here are three questions you can ask when scheduling a meeting  that can help create the clarity needed for efficient decision making.

Should this even be a meeting at all? Recurring meetings are particularly susceptible to migration from the original purpose toward something more diffuse. Check in with stakeholders to ensure that the frequency is right (weekly meetings could be changed to monthly, perhaps), or think about whether decisions could be best made by an individual—with, of course, guidance from others.

Then go deeper. Examine whether your company’s culture is to encourage meetings rather than individual decision making. To remedy this, if you’re a leader, think twice before reflexively accepting any meeting invitation as it appears in your inbox. The goal should be to treat leadership capacity as a finite resource— just like your company’s financial capital .

What is this meeting for? A meeting’s title and its purpose are not the same. When the latter isn’t clear, meetings can seem frustrating at best and futile at worst. To help avoid this, companies can appoint a “chief of staff” for certain efforts or products. This person collates materials before meetings, ensures that they are distributed ahead of time, and verifies that the due diligence has been done to necessitate a meeting in the first place. This can lead to better-informed participants, which in turn can lead to more effective time spent in meetings—and, ultimately, better decisions.

What is everyone’s role? Even if a meeting has a clear purpose, it’s of little use if there is no one present deputized to make a decision . Equally, even if it’s clear who the decider is, it’s a mistake to hold a meeting when people are unsure of participants’ roles. McKinsey analysts have seen poor role clarity stymie productivity and cause frustration, especially when decisions involve complicated business activities that cut across organizational boundaries. Blurry accountability is especially costly in an era where speed and agility confer a competitive advantage .

Meeting participants can be divided into four roles:

  • Decision makers should be the only participants with a vote, and the ones with the responsibility to decide as they see fit. Sometimes decision makers will need to “disagree and commit,” to use a phrase coined by Jeff Bezos in a 2017 letter to Amazon shareholders.
  • Advisers give input and shape the decision. They typically have a big stake in the decision’s outcome.
  • Recommenders conduct analyses, explore alternatives, illuminate pros and cons, and ultimately recommend a course of action to the advisers and decision makers. The more recommenders the better—for the process, not the decision meeting itself.
  • Execution partners don’t give input in making the decision but are deeply involved in implementation. For optimal speed and clarity, execution partners should be in the room when the decision is made so that they can envision how the implementation will evolve from the decision.

OK, I’ve eliminated all unnecessary meetings and assigned specific purposes to each one. Now what?

Great work. Now you can assign each meeting to one of the following three categories , and make specific shifts to improve the outcomes.

  • Decision-making meetings. This category includes routine decisions, like quarterly business reviews, as well as complex or uncertain decisions, like decisions about investments. In order to make high-quality decisions quickly, it’s critical to clarify exactly who is going to make them. Some of these meetings can be held virtually, but complex decision-making meetings are better in person. These meetings should result in a final decision (even if not everyone agrees).
  • Creative solutions and coordination meetings. These include innovation sessions—for instance, in support of a new product—as well as routine working sessions, like daily check-ins. Rather than telling people what to do, leaders should work to empower employees to make their own (supported) decisions and to spend more time on high-quality coaching sessions. As with decision-making meetings, creative solutions and coordinating meetings can be virtual—but most innovation sessions should be in person. Innovation sessions should result in potential solutions and prepare for a decision meeting, whereas routine working meetings can result in next steps.
  • Information-sharing meetings. Live interaction can be useful for information sharing, especially when an interpretive lens is required or if the information is sensitive. But information-sharing meetings are often regarded as having limited value. Many organizations have recently moved to drastically improve meeting efficiency. Netflix, for example, has limited the duration of meetings to a maximum of 30 minutes  and requires that meetings involving one-way information sharing be canceled in favor of other mechanisms like a memo, podcast, or vlog. Early data from Netflix shows that the company has reduced meetings by more than 65 percent and that more than 85 percent of employees favor the approach. The goal of these meetings should be to increase awareness of the new information shared in the meeting.

What are some best practices for video meetings?

Establishing best practices for meetings might seem like common sense—but they are not commonly practiced. Here are some helpful tips from Karin M. Reed , author of the 2021 book Suddenly Virtual: Making Remote Meetings Work :

  • Time: The most effective meetings are short meetings. Rather than scheduling a two-hour call with ten agenda items, cut it down to a 20-minute meeting with two agenda items. There are limits to people’s endurance and attention spans in the virtual environment.
  • Participants: When determining the number of attendees for decision-making meetings, the sweet spot is five to seven. More than seven attendees in any meeting can result in an unwieldy discussion.
  • Appearance: Pay attention to your appearance when hosting a videoconference. It’s not a matter of vanity—it shows respect for your conversation partner and can help you get your message across. Light your face properly: facial expressions are critical to conveying a message. And anything that takes attention away from you, whether it’s a crackly audio connection or a silly picture of Uncle Rupert in the background, will distract from your message.
  • Eye contact: Look at your camera lens when you’re talking, not at your screen. This goes against our natural impulses, but eye contact is critical when you’re having a conversation. And to maintain eye contact on a video call, you need to look at your camera.
  • Inclusion: Leaders should engage in proactive facilitation to ensure that everyone has the chance to say their piece. Cold calling on people—gently, and with good intention—lets people know that it’s their time to speak. Even if someone doesn’t have anything to add, they will have felt included.

For more in-depth exploration of these topics, see McKinsey’s People & Organizational Performance Practice . Also check out organizational structure–related job opportunities if you’re interested in working at McKinsey.

Articles referenced:

  • “ If we’re all so busy, why isn’t anything getting done? ,” January 10, 2022, Aaron De Smet , Caitlin Hewes, Mengwei Luo, J. R. Maxwell , and Patrick Simon  
  • “ Author Talks: Karin M. Reed on virtual meetings ,” April 20, 2021
  • “ To unlock better decision making, plan better meetings ,” November 9, 2020, Aaron De Smet  and Leigh Weiss
  • “ Want a better decision? Plan a better meeting ,” McKinsey Quarterly , May 8, 2019, Aaron De Smet , Gregor Jost , and Leigh Weiss  
  • “ Tom Peters on leading the 21st-century organization ,” McKinsey Quarterly , September 1, 2014, Aaron De Smet  and Suzanne Heywood
  • “ Making time management the organization’s priority ,” McKinsey Quarterly , January 1, 2013, Frankki Bevins  and Aaron De Smet

Top view of creative businesspeople having meeting

Want to know more about effective meetings?

Related articles.

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If we’re all so busy, why isn’t anything getting done?

To unlock better decision making, plan better meetings

To unlock better decision making, plan better meetings

Author Talks: Karin M. Reed on virtual meetings

Author Talks: Karin M. Reed on virtual meetings

AirMason Blog

Crafting a Perfect New Manager Introduction Email to Team

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  • October 10, 2023

Crafting a Perfect New Manager Introduction Email to Team

Stepping into a new managerial role can be both exciting and challenging. A well-crafted new manager introduction email to team can set the stage for a successful journey together. In this blog post, we’ll guide you through the process of crafting the perfect new manager introduction email to team, ensuring a smooth transition, and establishing a strong foundation for collaboration and trust. Let’s dive in!

Key Takeaways

  • Craft an effective new manager introduction email to build relationships and streamline onboarding.
  • Include a clear subject line, personalized greeting, professional background & enthusiasm/vision for the team.
  • Research company culture, avoid self promotion & follow up regularly with team members.

The Significance of a New Manager Introduction Email

A self-introduction email for a new manager is a vital tool for building rapport and setting a positive tone. Furthermore, a well-written introduction email can facilitate the onboarding process for both the manager and the team. Creating an engaging and informative email lays the groundwork for a robust working relationship with your new colleagues.

One way to begin your introduction email to new team members is with a warm and welcoming tone, which can help put them at ease and make them more receptive to your vision and goals. This step is pivotal in establishing a connection with your new team, paving the way for a fruitful working relationship.

Crafting a Perfect New Manager Introduction Email to Team

Establishing rapport with the team

When introducing yourself to your new team, it’s vital to convey enthusiasm and excitement about your new role. By focusing on the accomplishments and goals you hope to achieve together, you’ll create a sense of camaraderie and motivation among your team members.

Prior to your introductory meeting, take the time to research your team members’ names, roles, and professional accomplishments. Doing so aids in making a positive first impression and laying a base for trust. Additionally, consider formulating an agenda for your first team meeting, as this will keep the discussion focused and demonstrate your organization skills.

Streamlining the onboarding process

An articulate introduction email can simplify the onboarding process by shedding light on your background, role, and expectations. By keeping your introduction email concise and informative, you’ll demonstrate consideration for your colleagues’ time.

Another key step in the onboarding process is to schedule one-on-one meetings with each team member. These meetings allow you to address any questions or concerns your team members may have, and they provide an opportunity for you to learn about their professional goals. By proactively engaging with your team members, you’ll foster trust and lay the groundwork for productive collaboration.

Welcome in the Team

We are thrilled to extend our warmest welcome in the team to you! Your arrival marks a significant moment for us, as your unique skills and experiences are poised to make a positive impact on our collective efforts. We believe that your presence here will not only enrich our work environment but also contribute to the growth and success of our team as a whole. As you embark on this new journey, know that you are joining a group of dedicated individuals who are committed to achieving our common goals. Your perspective and contributions are highly valued, and we look forward to collaborating with you in achieving great things together. Once again, welcome in the team, and here’s to a fruitful and successful partnership!

Essential Elements of a New Manager Introduction Email

A person introducing themselves to a new team, expressing enthusiasm and vision

When crafting your introduction email, it’s important to include the following elements:

  • A clear subject line
  • A personalized greeting
  • A brief professional background

Enthusiasm and vision

  • An invitation for questions and interaction

These elements serve to communicate your qualifications and build a rapport with your new team members.

It’s also important to avoid certain pitfalls when crafting your introduction email, such as proclaiming your unfamiliarity with the recipient. This can create an unnecessary barrier and detract from the overall effectiveness of your email.

Subject line

A thoughtfully constructed friendly subject line should be succinct and informative, accurately describing the email’s content. Aim for a subject line that is approximately 3-4 words or 7-40 characters in length.

This will ensure that your email gets noticed and conveys the right message to your new team members as they embark on their new position in the new job, using new team email templates.

Personalized greeting

Personalizing your greeting fosters a bond with your team and sets a friendly tone. Make sure to include the recipient’s name in the salutation and avoid overly casual or generic greetings.

Double-check the spelling of your team members’ names and your company name to avoid any embarrassing mistakes.

Brief professional background

Delineating your professional background provides context and aids your team in understanding your expertise. In your introduction email, include details about your work experience, qualifications, recent accomplishments, and your previous company.

This will not only demonstrate your competence but also help your team members understand your job title within the company.

Conveying enthusiasm and vision in your introduction email is vital to showcasing your dedication to your new role and establishing team expectations. Here are some tips to help you express enthusiasm and achieve this:

  • Be genuine in your excitement and clearly articulate your goals and vision for the team.
  • Use positive and energetic language to create a sense of excitement and positive energy.
  • Show confidence and instill trust in your leadership by being clear and concise in your communication.

By following these tips, you can create a strong and impactful introduction email that sets the tone for your leadership and inspires your team.

Your introduction email should be an opportunity to show your commitment to the team and to set expectations for

Invitation for questions and interaction

Promoting questions and interaction in your introduction email fosters open dialogue and nurtures a cooperative atmosphere. Provide an open invitation for questions and feedback, and be sure to respond promptly and comprehensively.

This will demonstrate your commitment to open communication and help build trust with your new team members.

First Day Email to Manager

Sending a well-crafted “ First Day Email to Manager ” is a crucial step in starting off on the right foot in a new job. This initial communication sets the tone for your professional relationship and demonstrates your eagerness to integrate into the team. Begin by expressing your gratitude for the opportunity and reiterate your enthusiasm for the role. Provide a brief introduction about yourself, highlighting relevant experience and skills. Clearly state your start date and inquire about any specific onboarding procedures or paperwork. Additionally, offer your availability for an introductory meeting or any initial tasks assigned by the manager. This proactive approach showcases your readiness to dive into your responsibilities and establishes open lines of communication from the outset.

Examples of Effective New Manager Introduction Emails

A person introducing themselves to a small team

The effectiveness of new manager introduction emails can be contingent on the team’s size and work environment, ranging from small teams and large organizations to remote teams. By tailoring your introduction email to your specific team and work environment, you’ll ensure a more successful and memorable introduction.

When making introductions to a new team at a new company, maintaining a friendly and professional demeanor is crucial.

Introduction email for a small team

For a small team, your introduction email should be concise, friendly, and focused on building personal connections. Share your professional background and express your excitement about working with your new team. To make this process easier, consider using a self introduction email template.

Encourage team members to reach out with any questions or concerns, and emphasize your commitment to fostering a positive work environment.

Introduction email for a large organization

In a large organization, your introduction email should be more formal and emphasize your role, responsibilities, and goals. Highlight your experience and qualifications, and outline your plans for the team.

Provide clear communication channels and encourage team members to reach out with any questions or concerns.

Introduction email for remote teams

For remote teams, your introduction email should emphasize communication channels, availability, and strategies for successful virtual collaboration. Share your preferred communication methods and your eagerness to schedule regular check-ins or meetings.

Encourage team members to contact you with any questions or concerns, and stress the importance of open communication in a remote work environment.

Additional Tips for Crafting a Memorable New Manager Introduction Email

An image of a person typing on a computer, crafting a new manager introduction email to team with helpful tips and tricks.

In addition to the essential elements and a few examples discussed above, there are a few additional tips to consider when crafting a memorable new manager introduction email. These include:

Researching company culture

Avoiding excessive self-promotion.

Following up with team members for engagement.

Investing time in understanding your new company’s culture aids in aligning your introduction email with the organization’s values and expectations. Here are some steps to help you do that:

  • Investigate the organization’s website
  • Inquire about company culture during the interview process
  • Peruse employee reviews and testimonials to gain valuable insights into the company’s culture

By following these steps, you can ensure that your introduction email reflects the company’s culture and helps you make a positive impression.

By taking the time to understand the company’s culture, you can craft an introduction

Refraining from excessive self-promotion in your introduction email keeps the focus on building relationships and setting expectations. By finding a balance between highlighting your accomplishments and abilities while also demonstrating genuine interest in your team and their contributions, you’ll create a positive impression and foster trust with your new team members.

Follow-up and engagement

Following up with team members post the initial introduction email is crucial in fostering engagement, soliciting feedback, and maintaining ongoing communication. Schedule regular check-ins, provide constructive feedback and recognition, and foster an atmosphere of open communication to ensure a successful onboarding process and a strong foundation for future collaboration.

First Watch Employee

A first watch employee is the initial point of contact for customers entering a business establishment. This crucial role sets the tone for the entire customer experience. The first watch employee is responsible for greeting patrons with a warm and welcoming demeanor, ensuring they feel valued and comfortable. Additionally, they provide essential information about the establishment, such as operating hours, services offered, and any ongoing promotions. This employee is often adept at multitasking, as they may need to answer phones, assist with reservations, and manage customer inquiries simultaneously. Their efficiency and attentiveness contribute significantly to the overall efficiency and reputation of the business.

In summary, crafting a perfect new manager introduction email involves understanding the significance of the email, incorporating essential elements, tailoring the email to suit your team’s unique environment, and applying additional tips for a memorable introduction. By following the guidance provided in this blog post, you’ll be well-prepared to make a positive first impression and establish a strong foundation for collaboration and success in your new role.

Frequently Asked Questions

How do you introduce yourself as a manager to a new team.

My name is [your name], and I’ll be your new manager. I’d like to briefly share a little bit about myself – [two quick personal facts that are relatable for your team] – as well as my relevant experience, with [number of years] of experience in [relevant field]. My main focus is to analyse all the good things you’re already doing here and work together to continue improving.

How do you introduce yourself professionally to your new boss?

It’s a pleasure to meet you. I’m [Name], and I’ve been with the company for [timeframe] as [Position]. I’m excited to be part of the team and eager to contribute to our collective success. I’d love to hear more about your plans and how I can help.

How do you introduce yourself to your new boss in an email?

Dear [New boss’s name], I hope this email finds you well. My name is [Your Name], and I am writing to introduce myself as a member of your team. I extend a warm welcome and look forward to working with you.

What is the purpose of a new manager introduction email?

The purpose of a new manager introduction email is to introduce the manager, welcome them to the team, and create a positive atmosphere to facilitate the onboarding process.

How can a new manager establish rapport with their team?

A new manager can build rapport by expressing enthusiasm, researching team members, and scheduling one-on-one meetings.

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Tehsin Bhayani

AirMason was born when Tehsin was trying to create a digital culture book, but couldn’t find any solutions in the market that had all the features he needed. In 2016, AirMason officially launched. In five years, AirMason has created thousands of handbooks for more than 1,000 clients around the world.

Crafting the Perfect First Day Email to Manager in 2024

35 engaging remote team building activities for 2024, press esc to close.

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Enable Secure Communication Between CMS and CUCM

manager introduction meeting

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Bias-Free Language

The documentation set for this product strives to use bias-free language. For the purposes of this documentation set, bias-free is defined as language that does not imply discrimination based on age, disability, gender, racial identity, ethnic identity, sexual orientation, socioeconomic status, and intersectionality. Exceptions may be present in the documentation due to language that is hardcoded in the user interfaces of the product software, language used based on RFP documentation, or language that is used by a referenced third-party product. Learn more about how Cisco is using Inclusive Language.

Introduction

This document describes how to enable communication between the Cisco Meeting Server (CMS) and the Cisco Unified Communications Manager (CUCM).

Prerequisites

Requirements.

Cisco recommends that you have knowledge of these topics:

  • CMS version 3.8 and later
  • CUCM and IM&P

Components Used

The information in this document is based on these software and hardware versions:

  • CMS version 3.8
  • CUCM and IM&P 14 SU (3)

The information in this document was created from the devices in a specific lab environment. All of the devices used in this document started with a cleared (default) configuration. If your network is live, ensure that you understand the potential impact of any command.

Background Information

This document outlines the process of establishing secure communication between CMS and CUCM for Jabber/Web app presence sharing. It explains the detailed steps for configuring and troubleshooting the updating status of Jabber users during web app meetings on the CMS. The Meeting Server can be configured in order to update the presence status of Jabber users while they are engaged in a Cisco Meeting Server web app meeting.

Enabling Secure Communication between CMS and CUCM/IMP Server

Log into CUCM on the OS admin page, navigate to  Security > Certificate Management , and download the TOMCAT certificate.

CUCM Tomcat Certificate

Log into the Cisco Unified Presence Server (CUPS) on the OS admin page, navigate to  Security > Certificate Management , and download the CUPS certificate.

Presence CUPS Certificate

Download the ROOT CA Certificate which signed the Tomcat and Cup certificate.

Root Certificate of Tomcat

Create a certificate bundle of CUCM certificates. A bundle certificate means, placing the Server certificate on top, the intermediate certificate (any) in the middle, and the ROOT certificate at the bottom, followed by one (1) carriage return.

Here is a sample for the BUNDLE certificate:

Tomcat Certificate Bundle

Create a certificate bundle of CUPS certificates. A Bundle certificate means, placing the Server certificate on top, the intermediate certificate (any) in the middle, and the ROOT certificate at the bottom, followed by one (1) carriage return.

CUPS Certificate Bundle

Push the bundle certificates created earlier to the CMS server via WinSCP.

Copying Certificates Bundle to CMS

Assign TOMCAT bundle certificate on Callbridge using  callbridge ucm certs <cert-bundle> .

Callbrigde Certificate Trust

Assign CUP server bundle certificate on Callbridge using callbridge imps certs <cert-bundle> .

Callbrigde Certificate Trust

Run the callbridge  command in order to check if the certificate bundles are assigned.

Callbridge Trust Certificate Check

Log into CUCM as CM Administrator, navigate to  User Management > User Settings > Access Control Group , click  Add New and create an Access control Group  CUCM_AXL_Group .

Creating AXL Group

Assign the role  Standard  AXL API Access to the Access Control Group created earlier.

Assigning API Access to AXL Group

Navigate to User Management > Application User , click  Add New and create an Application User  AXLuser . Then, assign the access control group, which was created earlier.

Creating a User and Assigning AXL Group

Create a CUP user and assign these two roles:  Third Party Application Users and Admin-3rd Party API .

Creating CUP User

Enable certificate verification for the CUCM and Cisco Unified Communications Manager IM & Presence Service (IMPS) certificate on the CMS using:

callbridge ucm verify <enable/disable>

callbridge imps verify <enable/disable>

Callbridge Verify CUCM and CUPS Certificate

Verify it by running the  callbridge command.

Callbrdge Command Check

Now add CUCM Fully Qualified Domain Name (FQDN) and the User AXL  and CUPS  created earlier on CMS using callbridge ucm add <hostname/IP> <axl_user> <presence_user> .

axl_user = AXL user on CUCM

presence_user = CUP user created earlier

Adding CUCM to Callbridge

Now, verify if CMS trusts CUCM services with the help of:

callbridge ucm <hostname/IP> axl_service status

callbridge ucm cucm14test.test.com axl_service status

Callbridge AXL Status

callbridge imps <hostname/IP> <presence_user> presence_service status

wb3> callbridge imps impnew.test.com cisco presence_service status

Callbridge Presence Status

Services available means CUCM and CMS trust each other for AXL and Presence services.

Note : CUCM has Lightweight Directory Access Protocol (LDAP) users synced and also updated on the CUPS. The users must have the same web app user ID and Jabber JID and must be signed into the web app with the same user ID, for presence to be updated on Jabber.

CUCM Specific Configuration for Presence Sharing between Webapp and Jabber Client

CUCM must have LDAP configured.

LDAP System:

CUCM LDAP Configuration 1

LDAP Directory:

CUCM LDAP Configuration 2

LDAP Authentication:

CUCM LDAP Configuration 3

Users pulled from LDAP into CUCM with Mail-ID configured:

Users in CUCM

CUCM user updated on CUPS server:

Users in CUPS

The same LDAP Directory is also configured on the CMS. The user database is pulled and synced on CMS.

CMS Users

Now, since you have already validated that CMS can trust CUCM, you can proceed with testing Presence.

Adding CUPS and CUCM to CMS

Signed on two clients with the same user (synced from the same LDAP):

User Login in Jabber and Webapp

Both clients signed into the same user [email protected] .

Presence in Jabber and Webapp Before Call

When a Jabber user signs into the web app and joins a meeting, the Meeting Server updates the Jabber status to ‘In a meeting, In a call’ and reverts to its previous status after the user ends the meeting. For example, if the status of the user on Jabber is showing ‘Available’, it is updated to ‘In a meeting, In a call’ when in a web app meeting. After the user leaves the meeting, the Jabber status is set to ‘Available’ again. If the Jabber user is in another meeting/call while joining the web app meeting, the Meeting Server does not update the Jabber status. If the Jabber user has set their status to 'DND - Do not disturb' before joining the web app meeting, the Meeting Server does not update the Jabber status. If the user updates the Jabber status manually anytime during the web app meeting, the Meeting Server does not override the manually updated user status.

Revision History

TAC Authored

Contributed by Cisco Engineers

  • Dipin Divakaran Cisco TAC Engineer
  • Vikram Dutta Cisco TAC Engineer

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manager introduction meeting

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    08/30/2023 8 minute read Make a positive first impression and set the tone for your leadership team by mastering your introduction. Moving into a new role is one of the biggest challenges you can face as a manager. In fact, nearly half of all new managers fail at their assigned objectives.

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  5. How to Structure Your Most Effective Meeting Introduction

    An effective meeting introduction relies on the leadership consciousness that knows what the result looks like. Yet describing the results of a successful meeting is not enough. The name for each agenda step needs to describe its result or deliverable. Remember, the objective for each agenda step or activity is an object—a noun.

  6. Meeting Your New Team

    As a manager, meeting a new team for the first time can be nerve-racking. You want to ensure that the meeting runs smoothly and that you establish your leadership, but you need to do this without destroying the team's culture or dynamic, or trampling on its achievements.

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    How to approach your first meeting as a new manager (it doesn't have to be as daunting as it feels!) It happened: You're a new manager now. Perhaps, it's the first time you're leading a team. Or you're taking over a new team as a manager. Either way, that first meeting as a new manager is a daunting event.

  8. 5 Tips to Ace Your First Team Meeting as a New Manager

    Example 1: Quick Team Introduction Meeting. Introductions: Include a brief self-introduction as the new manager.Ask each team member to share their name and role. Team Goals: Share overall team goals and objectives and discuss how everyone contributes to these goals. Roles: Clarify team roles and responsibilities and address any role-related questions.

  9. Introductory Meetings: 7 Tips to Host One Effectively

    An introductory meeting is a meeting between two or more people who haven't met before with the goal of initiating a positive working relationship. For example, you might be welcoming one or more new team members and want to help them integrate effectively into the group.

  10. How to Host a Successful Introductory Meeting in 8 Steps

    An introductory meeting is the initial meeting a manager might hold when working with a new team. The aim of this meeting is for managers to introduce themselves to all of their team members at once in a professional setting, such as a meeting room or office.

  11. How to Run an Engaging Introduction Meeting (Example+Tips)

    ‍ In this post, we will discuss what an introduction meeting is, how to run them effectively, and provide some tips that will make them more enjoyable for everyone in attendance. What is an introduction meeting An introduction meeting is a gathering of people who are new to one another.

  12. 6 Items to add to your first team meeting agenda

    SoapBox for all things one-on-ones and team meetings. If you're an engineering or product team, maybe you live in Jira as opposed to Asana. The point of this agenda item is so that everyone on the team is on the same page when it comes to where everything lives, and a big part of that is communication. 4.

  13. The Right Way to Start a Meeting

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  15. How To Introduce Yourself to a New Team as a Manager

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  16. First Meeting with New Team Agenda Template

    The first meeting between you and your new team should have 3 goals: 1. Making a solid first impression on your team. 2. Establishing trust, respect, and rapport. 3. Setting the tone and expectations for you and your team to succeed together long-term.

  17. How To Introduce Yourself as a Manager To A New Team

    A good introduction is paramount in setting the stage for managerial success, fostering a positive attitude among team members, and establishing leadership qualities that encourage respect and cooperation. Why is the first impression vital in a professional setting, especially for a manager?

  18. Introducing Yourself to a New Team: 9 Inspiring Examples

    Sample of a Self-Introduction That Can Be Used During a Team Meeting "Hello everyone, I'm [Your Name], the new [Your Job Title]. With a background in [Your Industry/Field], I'm looking forward to contributing to our projects and getting to know all of you. Outside of work, I enjoy [Personal Interest].

  19. How to run effective meetings

    Here are some helpful tips from Karin M. Reed, author of the 2021 book Suddenly Virtual: Making Remote Meetings Work: Time: The most effective meetings are short meetings. Rather than scheduling a two-hour call with ten agenda items, cut it down to a 20-minute meeting with two agenda items.

  20. How To Introduce Yourself at Work (With Tips and Examples)

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  21. First Meeting with Your New Team: Top 6 Topics & Meeting Agenda

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  23. Crafting a Perfect New Manager Introduction Email to Team

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  24. Enable Secure Communication Between CMS and CUCM

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  25. How to Introduce Yourself in a Meeting: 8 Tips + Examples

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