New managers and executives should spend their first month listening in and learning the ropes -- but it's possible to make a quick impact at the same time Dear Bob …I was just hired to a “desk o’death.” Having read you for years, I’m familiar with your advice in this situation — to listen for the first month, avoid making commitments, and to have direct conversations with any direct reports who think they should have my job.[ Also on InfoWorld: “Notes for new managers: Assert your authority early on” | Get sage advice on IT careers and management from Bob Lewis in InfoWorld’s Advice Line newsletter. ] So far, so good. In my first week of listening, it’s already apparent my department is in shambles. Nobody understands the whole picture, nobody really wants to, for that matter, and (no surprise) if anyone trusts anyone, it’s because the department has broken into factions and most employees have chosen sides.I’m concerned that if I take your advice as given, by the time I’m ready to act I’ll have built a reputation as something of a pacifist rather than the new sheriff in town. Any suggestions on how to split the difference?– Badged Dear Badged … Assuming your department is small enough, conduct an all-hands. Before you do, meet with your senior staff. It’s an important courtesy, to let them know what’s going to happen so they aren’t caught off-guard.The main messages for this first encounter: You’re going to spend the next few weeks listening and learning.They’re a key part of the process.Until you have a handle on the situation, you’re going to do your best to avoid making decisions and commitments.Explain what you’ll be looking for in your first two rounds of one-on-one conversations, which is:First one-on-one: Getting a handle on how the work gets done. Each employee should come prepared to explain what they do using the “black box model”:Outputs: What they produce, and their understanding of how it provides value to the company.Inputs: The raw materials they need to create their work products.Resources: What they need from the company so that they can turn their inputs into outputs.Constraints: What factors beyond their control limit their ability to do their work or place boundaries on it.They’ll need clarification, particularly regarding the difference between inputs and resources. It’s like this: For a bakery, flour, yeast, eggs, and so on are inputs. The oven is a resource. Health codes are a constraint. Donuts are an output. Also, more directly applicable to their work, they should think of information as an input; the system that provides the information is a resource. Second on-on-one: Getting a handle on who they are. Each employee should come prepared to explain their:Strengths: What are they best at, both in the context of their current role, and overall in the context of what they’re capable of.Limitations: Where do they most need to develop; also, in what areas are a lack of aptitude most limiting.“Management compass” relationships: How strong are their relationships in each of the directions, and what would those on the other side of the relationship say about them when facing (1) north to your predecessors and higher-levels of management; (2) south to those who report to them, for those who have direct and indirect reports; (3) east to their peers, in and outside of your department; (4) west to those who make use of what your department does, or are otherwise affected by it.Goals: What each employee considers to be his/her next career step, and longer-term career goals, and how you can help them get there.That should be enough damage for one day, and it should accomplish what you’re trying to achieve, which is to demonstrate you’re in charge and have a plan of attack.– Bob This story, “You can have an early, effective impact as a new manager,” was originally published at InfoWorld.com. Careers