In three weeks I’m starting a new dream job. I’ve wanted a role like this for so long. The company is highly respected, the product is of excellent quality and the job description encompasses everything that I have been building toward for many years. This will be my largest responsibility to date, with over 30,000 employees working in my Division. I have an unusual background because I worked on the product development and marketing side of the business for many years before becoming a Human Resources Executive, specializing in Leadership and Talent Development. People in sales and marketing are often high achievers in building company profitability who have great business development skills and end up being promoted to management roles even though they have never managed people or been leaders who motivate and inspire others. Often they have a very competitive individual-contributor drive and can find it challenging to channel their competitive natures into the leadership inspiration and vision required in executive positions. Team development is quite different from business development.
A former colleague that I worked with years ago approached me to fill this new job exactly because I have such a personal and deep understanding of these dynamics and because of my long history in marketing combined with my extensive experience as an HR Professional. She said she knew I would be the best person to head up the Talent and Leadership Development function because of the unique background and experience that I will be bringing. I agree 100% and know I have so much to contribute that will make a big difference and add so much needed value.
The former head of this department, whom I will be replacing, has always been in Human Resources roles throughout his career and has never had a first-hand role in operations, marketing or business development. He has been described to me as very detailed-oriented and seems to get completely bogged down in every project he has ever initiated. I'm known for seeing the big picture, putting the right people in place and for delegating with precision to the right individuals. So how perfect does this all sound? Well, wait a minute. There’s a huge elephant in the room. And guess what/who it is? The person I’m replacing is not only not being let go, he will be continuing in a key administrative management position in the same department within the same group that he used to be the leader of. I will be his boss and will be the boss of all of the people he has been the boss of for the last eight years! He and I have met and he was very pleasant and even receptive to my taking over the helm from him. I can see though that it will be very hard for him to let go of the decision-making authority he has always held. I also can see how well-liked he is by everyone and I can imagine that people will naturally go to him with problems and questions because that’s what they’ve always done. I‘ve been told that because of his long tenure and great company loyalty that his employment is secure.
I want to handle this well and know that my communications with him and with others in the first six months of this new job are the key to my long-term success in the company. Please give me your best advice on how to do this well and right.
Signed,
Highly Motivated and Slightly Nervous
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Dear Motivated and Nervous,
What a mixture of emotions you must have. Starting a new job is always challenging and stressful. On top of the normal feelings a new manager would have, you are walking into a situation that is charged with many extra elements to keep you on guard. The best approach is to use this awareness to increase your motivation to do a really great job and pay extra attention to the interpersonal dynamics that are always critical for success in the workplace.
Here are some basic operating premises that can form the foundation for your success:
You are the right person for this role and your extensive experience, vast expertise and calm solid self-confidence will reflect that, day-in and day-out.
Your enthusiasm to prove yourself and do a good job will be preceded and surpassed by your commitment to listening to others’ viewpoints and by your visible respect for everyone who works for you and with you.
Leadership is quite different from popularity. Your goal is to inspire, provide vision and demonstrate authority for what is right. If making sure people like you as much as they like your predecessor becomes your highest priority, it is unlikely that you will ever achieve that goal or any of the other secondary objectives you have.
Delegating authority to others, including your predecessor, is an excellent way to show you have confidence in your team and in their former boss. Give up power whenever possible so that when it is essential for you to be in charge, you will be, plain and simple. If you focus on being egalitarian, rather than obsessed with controlling everything, you will gain the potential to garner better results and stronger loyalties.
When there are conflicts in role authority between you and your predecessor, without becoming dependent on your own boss and without giving up your leadership authority, selectively (and confidentially) request that your boss or a senior executive arbitrates a decision or assigns authority to you publicly so that your predecessor will save face and/or have no recourse. This will avoid natural power struggles between you and him and will also remove some of the feelings of resentment about you that he may have. This tactic must be used sparingly and strategically. When you make these requests to senior management on a limited basis, you will be demonstrating your leadership, your vision, and your careful management of a sensitive situation.
Partner with your predecessor whenever possible and praise him publicly often. He has some strengths that you can capitalize on that will open up great windows of time for you to concentrate on what you do best and care about most. The more he feels valued, the more influence he will provide to bring others on board with your initiatives.
If you sense sabotage or undermining from him or because of him, it’s very important to establish frequent open communication. Remember that open communication involves a good deal of listening. Ask tactical open-ended questions to gather information. Validate others based on careful listening. State your opinions and requests without emotion or judgment. Verify understanding. Ask for buy-in.
Until next time,
The Wordsmith
Author of
SPEAK EASY, The Communication Guide for Career and Life Success
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