👋 Hi, it’s CJ Gustafson and welcome to Mostly Metrics, my weekly newsletter where I unpack how the world’s best CFOs and business experts use metrics to make better decisions.
Thrice in my career I’ve gotten a new boss. In all instances I had been working at the company for +2 years, and knew how the place “worked.” Twice it was a new CFO when I was running FP&A, and once it was a new head of investor relations.
In all instances you inevitably panic, thinking: “What if they want to bring their own people in here and I’m out of a job?”
But if you take the glass half full view, one might reframe the situation as: “I’ve been given an opportunity to make myself indispensable.”
Because if you flip the coin on its head (or whatever the saying is), coming INTO a new org as a leader is scary. You’re expected to quickly get up to speed, make swift and decisive moves, and improve outcomes (I wrote about how to make an impact in your first 90 days here).
Therefore, it presents an opportunity for you to step up and be your new boss’ right hand… their confidant… their comfort blanket.
In all three instances I crafted a “Quick Start Guide” for my new boss. They never asked me for this, but they thanked me many times over for it. And it quickly cemented me as their go to partner as they got their feet wet.
Here’s how to build a Quick Start Guide for your boss so you can win (together) from the first inning.
1. Immediate Access to Essentials
File Organization:
This is super tactical, but CRITICAL.
Where does your team store shared files, and how are they organized? There’s nothing more frustrating than not being able to locate critical documents. Give them a lay of the land so they feel somewhat self sufficient when it comes to information gathering.
Access and Permissions:
List out all systems and tools they’ll need to access, and instructions on who gives access to what.
The “Level 10” thing to do would be list out how long the contracts are for (e.g., we’ve had FP&A Planning Tool XYZ for two years and have six months left on the contract) in case they want to refresh the tech stack.
2. Organizational Context
Org Mapping:
Visualize the company’s departmental structure, including any inherited teams (e.g., finance, product, marketing).
Highlight nuances like overlapping responsibilities or unique setups (e.g., BI sits under engineering, BDRs live marketing).
You’ll also want to map out your team’s structure, like I’ve done below with some help from the Boston Celtics.
Key Influencers:
Cross-functional power players, cultural leaders, and individuals with outsized influence.
Note unofficial influencers who shape morale or decision-making (e.g., “Anna in HR is the go-to for big-picture change management.”).
Cost Centers:
This is more specific for FP&A and finance teams who inherit a new boss. I like to visually map out the Cost Centers within the org. Sometimes that’s a bit different than the reporting hierarchy. I used to call this the “periodic table of cost centers”
And to that point, I’d also map out who the FP&A business partners were assigned to each cost center. This allowed them to quickly link the resources on the finance team to the budgeting throughout the org.
3. Business Overview
Budget and Business Performance to Date:
Year-to-date results, past budgets, and key financial trends.
Depending on when they come into the org, you’ll want to lay out the YTD results, and explain what the budget was.
In the words of Naeem Ishaq, CFO of Checkr, “If you wait too long, the last guy’s forecast becomes your forecast.”
OKRs and Strategic Projects:
Current and previous OKRs, plus a summary of major initiatives underway.
4. Operational Frameworks
Tech Stack:
Tools and platforms used to perform daily tasks and track business performance.
Preferred Reporting:
Templates for dashboards and reports (e.g., weekly KPI snapshot, monthly P&L).
Closing Calendar:
Detailed timeline of monthly book closing activities, with built-in buffers for under-promising and over-delivering.
How many days does it take to close the books? And what activities take place on each day? I’d recommend you give yourself maybe an extra day here so you can under promise and over deliver.
5. Communication and Team Dynamics
Communication Norms:
Stakeholder preferences for communication (email, Slack, weekly meetings).
Cultural Dynamics:
Practical insights into unwritten rules, team rituals, and decision-making styles (e.g., consensus, top-down).
6. Strategic and External Relationships
Company Decision-Making Frameworks:
Explain whether DACI, RACI, or other frameworks are used. Include org specific methodologies like “Fist to Five.”
Critical Partnerships:
Key vendors, consultants, and external partners (e.g., audit firms, SaaS providers). Include contact information and relationship history.
Industry Reports:
High-level TAM analyses.
Gartner and Forrester reports you’ve purchased
Competitor landscape, including bookmarked industry insight
Getting a new boss can be scary. It’s also a rare opportunity to become an indispensable asset. The first step to unlocking that opportunity is to give your boss the tools they need to succeed. In doing so, you prove you “get it” and are forward thinking. Don’t wait for your boss to make the first move… get your ass in gear!
