How do I ask a new manager what good performance looks like?

Frame it as a way to focus your effort and deliver useful work. You are not asking the manager to prescribe every step; you are aligning on the results that matter.

You could say: “I want to make sure I’m putting my effort in the right places. Could we talk through what good performance looks like for my role, especially while I’m getting started?”

Ask for examples and priorities rather than a vague rating. If you are meeting in person, bring a few questions and take notes. If the conversation is by message, keep the request short and suggest a brief check-in.

Ask which outcomes deserve attention first, what can wait, and how to handle competing requests. For example:

1. “What are the two or three most important results you’d like me to focus on over the next [time period]?”
2. “If two urgent requests conflict, how would you like me to decide what comes first?”
3. “Is there work I should pause or deprioritize when these priorities come up?”

A useful follow-up is, “Would you prefer I check with you when priorities conflict, or make a recommendation and explain the trade-off?” That gives your manager a chance to clarify how much independent judgment they expect.

Ask what those phrases look like in an actual assignment. You can say, “Could you give me an example of a recent piece of work that met your expectations? What made it effective?” Then clarify the relevant standards: the expected result, who will use it, what level of detail is appropriate, and whether there is a preferred format or review process.

For instance, if your manager says, “Keep stakeholders informed,” ask: “For this project, who should receive updates, what should an update include, and how often would be useful?” Treat any example as guidance for that kind of work—not necessarily a rule for every task. If the answer is still broad, offer a draft approach and ask whether it matches their expectations.

Yes. A deliverable can be good in one respect and miss the mark in another, so clarify timing and feedback as well as quality. Ask what deadlines are firm, when to flag a likely delay, and whether your manager wants an early draft or a finished version first.

For feedback, try: “How would you like me to check whether I’m on track, and when would you like us to revisit these expectations?” You can also ask what to bring to a check-in: completed work, current priorities, blockers, or questions. Agreeing on a practical rhythm helps you raise issues before assumptions turn into surprises.

Here’s a copyable version to adapt. Replace the brackets with details that fit your role:

“Could we spend [time] aligning on what success looks like for my role? I’d like to understand the most important outcomes for [time period], what strong work looks like, and how you’d like me to handle competing priorities. Could you share an example of work that met your expectations? I’d also like to agree on how and when we’ll check in.”

After the conversation, send a short recap:

“Thanks for talking this through. My understanding is that I should prioritize [outcome A] and [outcome B], aim for [agreed quality or format], and flag [type of issue] by [agreed point]. I’ll bring [items] to our [check-in timing]. Have I captured that correctly?”

Worked example: suppose your manager says a client handover is the first priority, due Friday, and should include a summary and next steps. The internal report can wait until Tuesday and should use the team’s usual format. Your recap could state those priorities, deadlines, and standards, then ask whether you understood correctly. Keep any unresolved detail as a question rather than presenting an assumption as an agreement.