Leadership Tips -- When You're the Newbie
This is a leadership tip that goes hand in hand with ego sacrifice. You've been hired into a leadership position in a new company. You beat out others for the job, the compensation is great, and you're pumped. Your new boss welcomes you with a big announcement, maybe even a press release. Your ego will be well fed on your first day on the job. Day 2, and all the days that follow, may not be quite as wonderful.
What Do You Know?
Obviously you know a lot -- about leadership, maybe about the industry, and you have specialized knowledge that helped you land this position. You know a great deal about the company you've joined, because you did your research and you asked probing questions during interviews. There are a few other things that you know that you may not be thinking about just yet.
You know that somebody has left the job you're in (unless yours is a newly created position). Did that person resign or get fired? Or were they promoted? Did they take a lateral move to a new assignment? If the prior incumbent is still around, they will probably have a lot of influence over "your" people. If he or she got promoted and has hired you to backfill themselves, your ability to put your own leadership agenda in place may be limited.
Another thing you know is this: someone else didn't get the job. One of your new peers may have lobbied for the job, unsuccessfully. You'll almost certainly have one or more direct reports who are disappointed that they weren't promoted into your position. How that will affect your working relationships is something you don't know yet.
You also know what your boss, and perhaps others with whom you interviewed have told you. So you have a sense of the expectations the company has of you, and you have a picture of the company and of your job. The picture has been drawn from the perspectives of your boss, and maybe three or four others.
You Don't Know Enough
Most leaders view themselves as decisive and action oriented. Hopefully you can resist the temptation to prove yourself in those categories immediately after you start the new job. You have a lot to learn. If there is a "burning platform" problem and decisions have to be made immediately, then of course you will do so. But if at all possible, keep the ego in check and buy yourself time to learn.
You may have to spring for a few coffees and lunches, but start picking as many brains as you possibly can. Talk to your boss's peers and to your own. Talk to as many people in your own organization as you can, and not just your direct reports. Talk to key clients, and talk to partners and suppliers.
In these conversations, get the other party to do as much of the talking as possible. When you have to talk about yourself, by all means share your background and credentials. But avoid making judgments or specific commitments relative to your new role. This is not a time for you to get locked in to any one position or plan.
Build relationships during this period, even with people you're unsure about. Be looking out for your brain trust, the people who will give you straight answers to questions, and who are as committed as you are to succeeding. Find out who the key opinion leaders are in your organization.
Look for diamonds in the rough. Many organizations have people with a great deal of knowledge and ideas to contribute, but for whatever reason they aren't comfortable so they keep them inside. This is most common when you come into a position where your predecessor was not well respected. People working for him or her may not have been comfortable challenging their prior leader.
Move to Action
You can't avoid action forever. Nor do you want to. When you are ready to act, start by communicating. Be as clear as possible in describing what is going to be changing and why. Make sure people know what is expected of them.
Consequences of failure may or may not be something you address explicitly. That depends on the situation. Certainly there should be awareness that there are consequences; if that awareness is already widespread you may not feel the need to hit people over the head with it.
The same cannot be said for the rewards for success. You must tell people the answer to WIIFM (what's in it for me). Never assume that part is understood. Never miss the chance to paint a picture of what success will feel like.
Related Tags: change management, leadership development, leadership tips, strategies for managing change, ego sacrifice
The organization that isn't changing is dying. For more leadership ideas, along with strategies for managing change, visit www.thomasjodea.com.
Tom O'Dea has over 30 years of IT experience, with 20 years of senior leadership in IT and Professional Services with multibillion dollar corporations.
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