develop. An effective approach is to develop a program to meet the individual's unique needs. Where do I start? What steps does your new manager need to take to reach maximum potential? Start with an assessment of the individual that combines past performance and upcoming responsibilities. The goal of the assessment is to gather insights into the individual's strengths, weaknesses, behavioral tendencies, preferred work style, leadership skills and knowledge of the position. The assessment should not be conducted in seclusion. Involve the new manager throughout the process. The direct feedback and sharing of responsibility will help the manager take on ownership of the development as well as act as a valuable teaching tool. During the assessment clearly define the expectations of the new role for the new manager. Often when a first-time manager is promoted they are not only hindered by lack of experience and training, but the lack of definition in their role and responsibilities. Work with the new manager to get a quick start, even before their first day, to help them find out as much as they can about the position, its history, the predecessor, the predecessor's failures and successes and how they performed. Sharing experiences will help to arm a first-time manager with the lessons of the past, and encourage a smooth transition. A new manager must learn to reshape the expectations of their staff, and work with the style and expectations set by the predecessor. It is a huge job to fill the shoes of