Select the appropriate level of vocabulary based on the other person's knowledge. For example, use acronyms if they are familiar, otherwise use the entire term.

Schedule 30, 60, 90 and 120 day check-ins with new hires. Use an existing set or create a template of questions and reference list of courses that are required or recommended.

Research on-boarding programs in units with high staff retention.

Request to manage a group of people in a rapidly expanding or growing operation.

Regularly meet with reports and promote opportunities for them to participate in meetings and unit conferences or events.

Reflect on your biases. What are they and how could they impact your interactions with others? Develop a goal pertaining to mitigating one bias. Check your progress weekly.

Reflect on and assess your strengths.

Reflect on and assess your strengths and type or write them into columns. Consider the following areas: technical skills, social competencies, professionalism, time management, organization, follow through, proactive or reactive. Share your list or table with your supervisor and ask for feedback.

Reflect how everyone on your team matters and how you can support them to develop. Use their Michigan Expectations Model Self Assessment results and Individual Development Plan (IDP) as starting points.

Recruit several people to read The Coaching Habit with you and meet to discuss it, specifically what you have gleaned about addressing the weaknesses of others.