Fairly quickly, I settled into a routine of setting objectives and discussing how they were progressing with the team. For most of my management career, I managed fairly large, diverse teams with multiple project responsibilities. As a new manager, I soon learned that you need to know what each of your staff is working on and whether they are delivering on their commitments or not. In order to do this, I established a regular pattern of activity with my teams that I used for many years and which I still refer to now when I'm training new managers. This is the structure that I wrapped around my nocturnal nemesis:
Speak to each of your staff, a mixture of work and social conversations. You'd be surprised how many managers don't do this even when they are in the office.