It’s not hard to involve managers with “the new guy” (or “gal”, for those who don’t yet realize that “guy” is now gender neutral) doing a new task. They need your help, and they know it.

The more common error is to undermanage your senior staff, ’cause they “know what they’re doing”, and you’ve got a lot of other things to do.

Whenever there’s change, either to the team, the process, or the environment, individuals are going to need more support than before. As Ken Blanchard might say, change makes people “less task mature.”

In this economy, managers are trying to deal with lots of change: the market is changing, the investment profile of the company is changing, staffing is often changing, and people are trying to implement processes that perform better in the new circumstances.

Managing change requires a lot of management energy, support, and persistence.

I.M.H.O.