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Running Your First Meeting as a New Manager (With Examples)

Last Updated on August 19, 2026 by Status.net Editorial Team

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As a new manager, preparing for your first meeting with your staff is crucial. Proper preparation helps set the tone and direction for your professional relationship with your team. Here are a few steps to help you prepare effectively:

1. Understand the Team’s Background

Before holding your first meeting, take some time to learn about your team members. Get to know their roles, responsibilities, and strengths. This information will help you identify areas in which you can offer support or guidance. You can gather this information by reviewing employee files, organizational charts, or by having one-on-one conversations with team members.

When you’re stepping into a team that already has established dynamics, a few extra details are worth digging into before day one:

  • Recent performance reviews or project outcomes, so you understand what’s working and what needs attention
  • Team turnover history, including why the previous manager left, since this often shapes how the team reacts to you
  • Informal team dynamics, such as who tends to take the lead on projects or who mentors newer employees
  • Any ongoing projects or deadlines that will need your attention right away

Talking with HR or your own manager about the team’s recent history can also give you helpful context you would not find in a file.

2. Set Clear Objectives

Determine the specific goals you want to achieve during the meeting. This may involve sharing your vision for the team, clarifying expectations, or discussing potential challenges and opportunities. Make a list of the objectives and prioritize them, so you can cover the most important topics first.

3. Prepare an Agenda

Organizing the content of your meeting by creating an agenda helps ensure that everything is covered in a timely manner. Your agenda should include:

  • Introductions: As you are new to the team, start by introducing yourself and welcoming everyone to the meeting. Encourage team members to introduce themselves as well.
  • Expectations: Clearly communicate your expectations and priorities. Discuss short-term and long-term goals for the team.
  • Open Discussion: Allocate time for open discussion where team members can ask questions, voice concerns, or share ideas. This creates a culture of collaboration and open communication.
  • Next Steps: Briefly outline the next steps and any follow-up items that need to be addressed.

4. Choose an Appropriate Venue and Time

Find a suitable location where you can hold the meeting without any distractions or interruptions. Pick a time that works best for most team members, and consider their schedules and availability.

If your team works remotely or across multiple locations, choose a video conferencing tool that everyone can access easily, and confirm that any employees in different time zones can attend without an inconvenient schedule. Consider recording the meeting for anyone who cannot join live, and share the recording promptly so no one feels left out.

5. Send Out Invitations

Once you have a plan in place, send out invitations with the date, time, and location of the meeting. Include the agenda in your invitation, so team members know what to expect and can come prepared with any relevant information or materials.

A calendar invite with a clear subject line, such as “First Team Meeting with [Your Name] – [Date],” helps the invitation stand out in a full inbox. If you are managing a hybrid team, include both the physical room and the video conferencing link so no one is unsure how to join.

Part 1Preparing Yourself Mentally as a First-Time Manager

Even with a solid agenda ready to go, the days leading up to your first meeting can feel surprisingly nerve-wracking. That reaction is common among new managers, especially those stepping into a team that has worked together for years without them. Feeling some pressure before your first meeting is a sign that you care about doing the job well.

Building Confidence Before You Walk In

A little preparation goes a long way toward calming first-day nerves. Consider these steps in the days before your meeting:

  • Practice your introduction out loud, ideally in front of a mirror or a trusted friend, so the words feel natural rather than memorized.
  • Arrive a few minutes early to settle in, review your notes, and greet team members as they enter.
  • Remind yourself that your goal in this first meeting is to build trust and listen, since you are not expected to have every answer on day one.
  • Keep a short list of talking points nearby rather than a full script, so you can speak naturally and adjust if the conversation goes a different direction.

If you have recently been promoted into leadership for the first time, it can help to remember that your team hired or promoted you for a reason. You do not need to have every process figured out in your first week to lead effectively.

Leading a Team That Just Lost Its Previous Manager

Stepping into a team that recently lost a manager they liked, whether through promotion, departure, or a difficult exit, requires a bit more sensitivity. Team members may still be processing that change, and some may feel protective of how things used to run.

  • Acknowledge the transition briefly and respectfully, without asking the team to relive details that are not yours to discuss.
  • Avoid criticizing or comparing yourself to the previous manager, even if you are asked to.
  • Give the team a little extra time to warm up to new routines, and check in privately with anyone who seems particularly unsettled by the change.

Part 2Setting the Agenda

Identifying Key Topics

Before diving into the meeting, you should identify the key topics you want to discuss with your staff. This preparation will help you structure the conversation and ensure you cover everything important. Start by making a list of discussion points that need to be addressed. You can gather these from various sources such as emails, performance reports, or even concerns from your team members.

Once you have a list, prioritize the topics according to their importance and urgency. This way, you’ll know which issues to tackle first and which can be left for later. By organizing your list, you’ll also be better positioned to manage the meeting, facilitating smooth discussions that allow everyone’s input.

Allocating Time Slots

After identifying and prioritizing the key topics, you should allocate time slots for each discussion point. Be realistic with your estimations as you want your team to have enough time for a comprehensive conversation. Keep in mind that meetings can sometimes run longer than anticipated, so it’s helpful to have buffer time between topics or be prepared to extend or reschedule the meeting if necessary.

For example, if you have three priority topics, you can allocate 15 minutes for each. Perhaps you estimate that the first topic might spark a longer discussion, so you can give it 20 minutes and adjust the other topics accordingly.

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Here’s a sample time allocation:

  1. Introduction and setting the stage (5 minutes)
  2. Priority topic 1 (20 minutes)
  3. Priority topic 2 (15 minutes)
  4. Priority topic 3 (15 minutes)
  5. Wrap-up and next steps (5 minutes)

By allocating time slots, you help keep the meeting on track, ensuring that you cover all the topics you’ve identified. Setting time limits encourages focused discussions and helps you make the most of your team’s valuable time.

Sample Agenda Template for Your First Team Meeting

If you want a ready-to-use structure, here is a sample agenda you can adapt for a first team meeting with a group of five to ten people. Adjust the timing based on your team’s size and how much discussion you expect.

  • 0:00-0:05 – Welcome and introductions: Greet the team, introduce yourself briefly, and invite each person to share their name and role.
  • 0:05-0:15 – Your background and management approach: Share relevant experience and how you like to work with a team.
  • 0:15-0:25 – Team introductions and current priorities: Ask team members to briefly describe their role and what they are currently working on.
  • 0:25-0:35 – Goals and expectations: Outline what you hope to accomplish together in the coming weeks and months.
  • 0:35-0:50 – Open discussion: Invite questions, concerns, and ideas from the team.
  • 0:50-0:55 – Next steps: Confirm follow-up actions, upcoming one-on-ones, and how often the team will meet going forward.
  • 0:55-1:00 – Close: Thank everyone for their time and reiterate your open-door approach.

For a larger team or a department-wide introduction meeting, consider shortening individual introductions and adding a short question-and-answer session instead, since it is not always practical for every person to speak in a group of twenty or more.

Part 3First Meeting as a New Manager: Example Email to a New Team

Sample email:

Subject: Welcome & Our First Team Meeting

Hello Team,

I hope this email finds you well. My name is [Your Name], and I’m excited to join [Company] as your new manager. I’m looking forward to meeting all of you and learning about your unique skills, experiences, and accomplishments.

To kick things off, I scheduled our first team meeting on [Date] at [Time] to discuss our goals, expectations, and how we can work together effectively. I strongly believe in open communication, so please come prepared to share your thoughts and ideas.

In this meeting, we’ll cover:

1. [Topic 1 description]
2. [Topic 2 description]
3. [Topic 3 description]

Please let me know if there’s anything else you’d like to add to the agenda. I’m excited to start this journey with all of you, and I’m confident that we can achieve great things together.

Best regards,

[Your Name]

Part 4More Example Scripts: What to Say in Your First Team Meeting

Every team and every manager’s style are different, so it helps to have a few example scripts to draw from rather than a single template. Below are variations you can adapt depending on your situation.

A Short Introduction Speech for a First Day as a Manager

“Good morning, everyone. I wanted to take a few minutes to introduce myself since today is my first official day as your manager. My name is [Your Name], and I’ve spent the last [number] years working in [industry/field]. I’m genuinely looking forward to getting to know each of you, understanding what you’re working on, and figuring out together how I can support this team. Over the next few weeks, I’ll be scheduling short one-on-ones with each of you so I can hear directly about your work and any ideas you have. For today, I just wanted to say hello and let you know my door is open.”

What to Say When Taking Over from a Well-Liked Predecessor

“I know [Previous Manager’s Name] meant a lot to this team, and I want to acknowledge that change like this is not always easy. I’m not here to change everything on day one. My plan is to spend my first few weeks learning how this team operates, what’s working well, and where I can help. I’d genuinely appreciate your patience as I get up to speed, and I welcome your input along the way.”

A Sample Speech for a Larger Department or All-Hands Meeting

“Hello everyone, thank you for joining. For those I haven’t met yet, my name is [Your Name], and I’m stepping into the [role/title] role. I know it’s not possible to have a long conversation with every person in this room today, so I want to prioritize getting out to meet each of your teams individually over the next few weeks. For now, I want to share a bit about my background and what I’m hoping we can accomplish together this year, and then leave time for a few questions.”

Part 5Kicking Off the Meeting

Personal Introduction

Introduce yourself to your team in a friendly and genuine manner. Share a brief background about your professional experience and perhaps a personal tidbit or two to establish common ground. For example, you might mention your passion for cooking or how you love going on hiking adventures.

An example of what to say in a first meeting as a new manager:

“Hi everyone, I’m excited to join the team as your new manager. I’ve heard great things about each one of you and what you’ve accomplished, and I can’t wait to work alongside you to reach our goals. A little about me: I’ve spent the past few years working in [industry] and have a background in [area of expertise]. I’m a strong believer in open communication, collaboration, and fostering a supportive work environment. I’d love to hear a bit more about your roles, challenges, and successes to better understand how I can support you. Let’s have an open discussion about our expectations and explore how we can work together effectively.”

 

Outlining Objectives

If applicable, clearly outline the meeting’s objectives, ensuring that everyone is on the same page. You may want to create a simple bullet-point list or a quick presentation slide for visual reference. For example:

  • Discuss and finalize the project timeline
  • Assign tasks and review individual responsibilities
  • Address any questions or concerns regarding the project

Adjusting Your Approach for Remote or Hybrid Teams

Introducing yourself over video calls for the first time requires a few small adjustments. Turn your camera on so your team can put a face to your name, and consider asking everyone else to do the same, if that fits your company culture. Speak a little slower than you would in person, since video calls can make quick back-and-forth conversation harder to follow. If some team members join by phone or from a location with a weak connection, follow up your verbal introduction with a short written recap so no one misses key details.

Introducing Yourself to a Large Team or Department

When you are meeting more people than can realistically each get a turn to speak, focus your introduction on the themes that matter to the whole group rather than trying to replicate a small-team conversation. Plan to follow up with smaller team introductions or one-on-ones in the weeks after, and say so explicitly in the meeting, so people know individual conversations are still coming.

Part 6Facilitating Open Discussion

Encouraging Participation

As a new manager, it’s important to create an atmosphere where everyone feels comfortable sharing their thoughts and ideas. Here are some strategies to encourage participation in your first meeting with your staff:

  • Begin by creating a safe space for people to express their opinions without fear of judgment or criticism. Encourage your team members to contribute their ideas and listen actively to what others are saying.
  • Make sure to ask open-ended questions that invite a broader range of responses. This will ensure that more team members feel compelled to participate in the discussion.
  • Keep an eye on the clock, and ensure that everyone gets a chance to speak during the meeting. You may need to gently guide the conversation to ensure that quieter team members have an opportunity to voice their opinions.
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Managing Different Opinions

In any group discussion, there will be varying perspectives and opinions. The key to effectively managing these differences is to approach them with a sense of curiosity and respect for other viewpoints. Here are some ways to handle disagreements and promote a healthy exchange of ideas:

  • Foster a culture of respectful disagreement by encouraging team members to see differences of opinion as learning opportunities rather than personal attacks. Remind everyone that healthy debate is crucial for creativity and innovation.
  • Use active listening techniques to ensure that you understand each team member’s viewpoint before responding. This will demonstrate that you value their input and allow you to address any concerns they may have.
  • Stay focused on common goals during the discussion, rather than dwelling on differences. By directing the conversation back to the team’s shared objectives, you’ll maintain a productive and collaborative atmosphere.

Part 7Handling Difficult Dynamics in Your First Meeting

Not every first meeting goes smoothly, and that is worth planning for. A team’s reaction to a new manager often has more to do with their own history than with anything you have done.

When the Team Seems Skeptical or Guarded

Some teams have seen managers come and go, and they may hold back until they see how you actually behave over time. If you sense hesitation in the room:

  • Avoid over-explaining or over-promising in an attempt to win people over quickly. Trust tends to build through consistent actions rather than a single strong first meeting.
  • Ask direct, low-pressure questions such as “What’s one thing you’d like to see continue, and one thing you’d like to see change?” This gives skeptical team members an easy way to contribute without feeling exposed.
  • Follow through visibly on anything you commit to in that first meeting, even something small, since early follow-through does more to build credibility than the speech itself.

When Team Members Compare You to a Predecessor

Comparisons to a previous manager, whether flattering or not, are common in a first meeting. If a team member brings this up directly:

  • Acknowledge the comment without becoming defensive, such as “I appreciate you sharing that, and I’d love to understand more about what worked well before.”
  • Resist the urge to justify changes you may need to make right away, since there will be time to explain decisions once you have more context.
  • Use the comparison as useful information rather than a judgment on your leadership, since it often reveals what the team values most.

Part 8Closing the Meeting

Summarizing Key Points

Before you end the meeting, take a moment to summarize the key points discussed and decisions made. This helps ensure that everyone is on the same page and has a clear understanding of the meeting objectives. You can do this by briefly reiterating the main topics and decisions, such as:

  • We agreed to implement a new sales strategy by next month
  • Marketing will collaborate with the design team to create new promotional materials
  • Our next team-building activity will be a volunteer event at a local charity

Establishing Next Steps

After summarizing the key points, work together with your staff to establish the next steps and assign any necessary tasks or responsibilities. You might consider using a bullet-point list to outline the action items, like this:

  • John: Create a timeline for the sales strategy implementation
  • Susan: Schedule a meeting between marketing and design teams
  • Alice: Contact the charity organization and coordinate team event details

Having clear next steps and assigned responsibilities helps ensure that the goals set during the meeting will be accomplished in a timely manner. Make sure to follow up with your team members after the meeting to provide support, address any concerns, or answer any questions they may have. This will contribute to a positive and productive work environment as you begin your journey as a new manager.

Part 9Common Mistakes New Managers Make in Their First Meeting

After coaching many first-time managers through this exact moment, a few patterns show up again and again. Watching out for these can save you some awkward missteps.

  • Talking for most of the meeting. It is tempting to fill the silence with your own background and plans, but a first meeting works best when your team gets more airtime than you do.
  • Announcing big changes too soon. Even good ideas can land poorly if they arrive before you understand why things currently work the way they do.
  • Promising things you cannot guarantee. Statements about raises, schedule changes, or restructuring should wait until you have the authority and information to follow through.
  • Skipping the agenda because it feels too formal. A light structure actually helps a first meeting feel calmer, since everyone knows roughly what to expect.
  • Not writing anything down. Concerns and ideas raised in the first meeting are easy to forget once the next few weeks get busy. A quick note during or right after the meeting protects that information.
  • Trying to be everyone’s friend immediately. Warmth and approachability matter, but your team also needs to see you as someone capable of making decisions and holding people accountable.

Part 10Following up After the Meeting

Sending Meeting Minutes

After your meeting as a new manager, you can send out meeting minutes to all staff members who attended. Meeting minutes provide a written summary of the topics discussed, decisions made, and action items assigned during the session. List down key points, tasks assigned to specific team members, deadlines, and relevant details discussed.

To make it more readable, you can use bullet points to enumerate the important aspects and italicize specific terms or phrases requiring emphasis. A brief and organized format ensures everyone stays on the same page moving forward.

Here’s an example of a simple minutes format:

  • Agenda Item: New Project Kick-off
    • Project goals and objectives
    • Roles and responsibilities
    • Deadlines and milestones
  • Action Items:
    • Jane: Prepare project roadmap by next Tuesday
    • John: Coordinate with Marketing to align strategies

Individual Follow-Ups

After sending the meeting minutes, your next step should be conducting individual follow-ups with the staff members. This demonstrates your commitment to support and help them achieve their goals.

Set up one-on-one meetings or informal chats to discuss any concerns, clarify doubts, or provide more information on specific tasks assigned during the meeting. Open communication also allows you to gain valuable feedback from your team members, which can help you better understand their needs and perspectives.

For example, you may have a conversation with John and Jane about their respective tasks. In these discussions, be empathetic and listen actively, ensuring they feel comfortable sharing their thoughts and concerns. Also, be open to any suggestions or ideas they may have to improve the project’s progress. In doing so, you build a solid foundation of trust and collaboration with your team, setting a positive tone for your leadership role.

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Part 11Setting a Review Timetable for Your First Year as a New Manager

Your first meeting is only the starting point. Building a simple review timetable for your first year helps you track your own progress as a manager and gives your team predictable moments to share feedback.

Building a 30-60-90 Day Plan for New Managers

Many new managers find it helpful to break their first few months into three phases:

  • Days 1-30: Focus on listening. Hold one-on-ones with each team member, review current projects, and resist the urge to make major changes.
  • Days 31-60: Begin introducing small improvements based on what you learned, and start setting clearer individual and team goals.
  • Days 61-90: Assess progress, gather feedback on how the transition has gone, and set goals for the next quarter.

Scheduling Regular Check-Ins Throughout the Year

Beyond the first 90 days, a simple cadence of check-ins keeps communication open and gives you a natural opportunity to revisit goals:

  • Weekly or biweekly one-on-ones with each direct report
  • A brief team retrospective at the 90-day mark to discuss what has worked since you started
  • A formal check-in around the six-month mark, often tied to broader performance review cycles
  • A one-year reflection where you and your team revisit the goals set in that very first meeting

If your organization has a formal review process for newly appointed managers, ask HR or your own manager what the standard timetable looks like so you can align your personal plan with any performance expectations already in place.

Part 12Meeting Your New Boss for the First Time: a Guide for Employees

Everything above is written for the new manager, but plenty of readers arrive at this topic from the other side of the table, preparing for their own first meeting with a new boss. The good news is that many of the same principles apply, just from a different seat.

Questions to Ask When You Meet Your New Boss

A first meeting with a new manager is a good opportunity to learn how they like to work. A few questions worth asking, if there is time:

  • “What does a successful first few months look like for this team, from your perspective?”
  • “How do you prefer to communicate day-to-day, and how often would you like updates?”
  • “Is there anything about the team or our current projects you’d like more context on?”
  • “What’s the best way to bring you a problem or a new idea?”

How to Make a Strong First Impression as an Employee

You do not need to prove yourself in a single meeting, but a few habits help you start off on the right foot:

  • Come with a brief, honest summary of what you are currently working on, so your new manager has context without needing to dig for it.
  • Be candid about challenges you are facing, since a new manager who learns about problems early can often help resolve them faster.
  • Mention what worked well under previous leadership if it feels relevant, framing it as helpful context rather than criticism of the new arrangement.
  • Follow up on anything you commit to during the meeting, just as you would hope your manager does for you.

Frequently Asked Questions

What are some key points to cover during my introductory speech to my new staff?

During your introductory speech, make sure to address these key points:

  • Express gratitude for the opportunity to manage the team
  • Share your background and relevant experiences
  • Communicate your management style and values
  • Describe your vision and expectations for the team
  • Let them know that you are open to feedback and encourage open communication

How can I effectively set the agenda for my first meeting with my new team?

To set an effective agenda, follow these steps:

  1. Start by defining your meeting objectives
  2. List down the key discussion topics related to your objectives
  3. Assign specific time slots to each topic and be mindful not to overload the agenda
  4. Include a brief description for each topic to provide context
  5. Provide space for team members to express their thoughts and concerns
  6. Share the agenda in advance, allowing sufficient time for the team to prepare

What’s a good way to introduce myself as a manager to a new team?

When introducing yourself to a new team, consider these tips:

  • Be genuine and approachable
  • Share your professional background and expertise
  • Highlight your management philosophy and values
  • Express enthusiasm about working with them
  • Encourage two-way communication, letting them know you’re open to feedback and ideas

In our initial one-on-one meeting, how should I engage with a new employee?

During a one-on-one meeting with a new employee:

  1. Get to know their background, experiences, and current role
  2. Understand their expectations, challenges, and aspirations
  3. Offer support and guidance for their growth and development
  4. Discuss your management style and values, setting clear expectations
  5. Encourage open communication and feedback
  6. Schedule regular check-ins to maintain a healthy working relationship

How long should a new manager’s first team meeting last?

Thirty to sixty minutes works well for most teams. A meeting under thirty minutes can feel rushed for introductions and open discussion, while anything longer than an hour risks losing people’s attention, especially in a first meeting where you are still building rapport.

How soon after starting should I hold my first team meeting?

Many new managers hold their first team meeting within the first few days on the job, often during the first week. Waiting too long can leave the team uncertain about your priorities, while holding it before you have had at least a day or two to review basic information about the team can make the meeting feel less grounded.

What should I do if my new team seems resistant to me as a manager?

Resistance early on is often about the team’s past experiences rather than a personal judgment of you. Give the team time, follow through consistently on small commitments, and look for low-pressure ways to invite feedback, such as asking what has worked well in the past and what they would like to see continue.

What questions should I ask when I meet my new boss for the first time?

Useful questions include asking what success looks like in your role over the coming months, how your new manager prefers to communicate, and whether there is any context about your team or current projects that would help you both get on the same page early.

How do I introduce myself if I’m managing a remote or hybrid team?

Turn your camera on, speak a little slower than you would in person to account for any lag, and send a short written recap after the meeting so nothing gets lost for anyone with a weaker connection or a scheduling conflict.

What if I’m taking over from a manager the team really liked?

Acknowledge the transition honestly without criticizing your predecessor, avoid making sweeping changes in your first weeks, and give the team time to build trust in you at their own pace.

 

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