POWER READ
No matter where you are in the hierarchy of your job, the prospect of a new boss can cause anxiety. If this is you, don’t fret. It is quite natural to feel trepidation when facing a change in leadership. Bosses play a significant role in our work life, both on a day-to-day basis and for long-term career goals. They influence performance, impact motivations and play a critical role in our opportunities for growth in the organisation.
A big part of anxiety stems from the fear of the unknown. This is because we are in our comfort zone, secure and successful having mastered the existing way of work. A change in leadership signals a change in our status quo and new expectations. What if my new boss has unreasonable expectations? What if their working and management style is different from what you’re used to? In addition to fear, you may find a mental resistance to change clouding your approach. Since most of us are set in our ways, the auto pilot mode which governs our mindsets and working style can become a mental barrier to change.
Mental baggage starts building even before we’ve met the new boss. To allay your anxiety and fears you may try to get information about the new boss through formal, informal, reliable, and unreliable channels. You may even use that information to start forming impressions such as, ‘the new boss is a ‘cost cutting specialist,’ even before meeting them! This potentially unreliable information can colour the mind and can hamper the process of establishing a healthy equation with the new boss. Basing a relationship on assumptions and unsubstantiated information without interaction is not a good way to commence a relationship with your new boss.
Another mistake people make when facing a change in leadership is comparison. Two people are rarely alike, and you shouldn’t compare the new boss to the previous boss. Two people will always be different in their approach to work and human relations. This only means that the new boss is different from the previous boss, and not better or worse! Don’t jump to conclusions based on early impressions. Evaluation on the yardstick of comparison is a common tendency and a major challenge in establishing a healthy work relationship with your new boss.
Another mindset which prevents a smooth transition is the mindset of, “Nobody knows this place as well as I do. ” This happens particularly when an employee has been in the job for a long time. There is a tendency to disregard any new approach or suggestion from the new boss. The common refrain at such times is, “These outsiders don’t know the realities on the ground.” When starting with a new boss, keep an open mind. They may not be from the same company or even industry but can have great ideas, which could work wonders in conjunction with your in-depth knowledge of the ground. Think of what you both could achieve with cooperation and collaboration!
Let me share a real-life experience with you.
A friend of many years was a senior leader in a pharmaceutical company. The company where he worked was undergoing transformation, and the CEO was replaced by a successful senior executive from a FMCG company. My friend was disturbed and even contemplated resigning. He found himself teaching the new CEO the intricacies of the pharma business. He was uncomfortable because he thought his job was to drive the marketing function and not to be an industry advisor to the CEO!
However, in a few months it became evident that the new CEO had skills and strengths, which, although different, were necessary for taking the business to new levels. The new CEO acquired a few businesses, sold a few brands, and grew the business and profitability multifold. Eventually, the entire team started respecting him, his leadership and his business acumen which led to the unprecedented growth of the organisation. Soon my friend realised that his initial concerns were unfounded, and, that he was unnecessarily shouldering the baggage of distrust and resistance.
Hence, resist the temptation of prematurely judging the new boss. This is detrimental to both personal and business outcomes. Keep an open mind, cooperate and collaborate to succeed.
Now that we’ve looked at the mindsets to avoid, let’s look at certain do’s and don’ts when adapting to a change in leadership.
The change in leadership has happened, accept it. Also remember that the change does not impact you alone, it impacts the new boss also. Both you and your boss are a team, and both of you are working towards the common goal of delivering the organisation’s strategy. Both you and your boss are interdependent not only for each other’s success, but for the organisation’s success! No matter how talented an employee is, his or her performance will be affected if the boss doesn’t have full understanding of the ground realities. Similarly, even the most talented and experienced leader will fail if his or her team does not deliver.
Therefore, the key is to collaborate and cooperate to achieve success. A relationship of mutual respect, appreciation of each other’s strengths, and an open minded and constructive approach will help you grow and win, and also ensure success of the organisation.
There are two approaches you can adopt to get to know your new boss, and thereby adapt to the changes that they may bring.
The best way to establish a positive and productive relationship is to get to know the boss. What is his or her working style, leadership approach and management mantra? Chances are that you’ll get the answers by listening, observing, absorbing and reflecting. Listening to unspoken messages and understanding the non-verbal cues are very helpful in understanding the boss better.
Some leaders prefer to keep their thoughts close to their chest, and are less open. Sometimes even an open and communicative person may be less forthcoming due to sensitivities of the subject. Leaders, while maintaining a persona that reflects their leadership, are people, too. They too thrive on human relationships. Really understanding them, supporting them to succeed and building a two-way street of trust delivers results, for individuals and organisations alike.
Let’s assume there is a company which has two business divisions which are competing with each other. In her introductory speech, the new CEO mentions the need for rationalisation and cutting costs. While she may not explicitly mention the merger of two divisions, there is an indication of the direction in which her mind is working. This understanding can help you prepare for the emerging changes. If you are a senior member of the CEO’s team you could start working on the plans for the merger, or if you are a person employed in one of the divisions you could start preparing for the impact the potential re-organisation may have on your own future.
You also need to take active steps to know your new boss better. Requesting a one-on-one meeting is a good place to start. During this meeting, try to understand the boss's priorities for the business, plans for growth, and their vision for the future. You could also use this time to clarify what your new boss expects from you. Communicate your own priorities and establish an honest rapport with the boss. This can shorten the introductory curve and develop a healthy working relationship quickly.
These interaction opportunities sometimes can come out of the blue. I have had the opportunity of spending quality time with my incoming manager because we both travelled overseas together on the same day he joined the company. Just spending a few days of travel with him on the flights, and some gym sessions allowed me to understand him better as a person. This accelerated the informal “onboarding” process.
Of course, these rapport-building opportunities should never be forced or pushed. Do not pester your new boss for a meeting. Allow things to evolve naturally. But do be ready for them and jump on such opportunities.
With a new leader, often comes change. These could be changes to the company’s strategy and direction, or simple changes in work processes. Don’t close your mind to these changes or shrug them off as impracticable. Sometimes changes in the way you work may introduce you to a more efficient way of working or help you develop new skill sets. Remain open minded. Try to understand the rationale behind the changes, but provide your input if you disagree or have better suggestions. This will lead to a collaborative way of introducing changes.
Imagine a scenario where after two months of working with you, your new boss tells you that your potential is not being fully tapped, and that you can deliver a lot more. A negative mindset will conclude “The boss feels that I am not performing 100% and he is trying to find faults.” A constructive mind will think, “The boss would like me to grow into a role which utilises my full potential.”
Don’t jump to conclusions, keep a constructive mindset, communicate, and clarify. Talk to your new boss with an open mind and ask how you could develop and contribute better. Make your boss realise that you are ready for larger responsibilities that will contribute to the growth of business. Communication with someone who is new and has a different perspective can provide unique opportunities for growth. Do not throw away such opportunities simply because of a closed mind.
The most important thing to do when coping with leadership change is to trust yourself. Your knowledge, skills, experience are a bank of assets that you have created over time. With a boss who is collaborative and open, you will flourish and expand your influence. However, at times we do get a difficult or biased boss, or sometimes your personalities may not click despite both your best efforts.
In such situations, don’t lose your self-confidence or feel insecure. Make sure you are performing to the best of your capabilities, and communicating with your boss openly and objectively. Recognise that it is the relationship which is not working. There is nothing wrong with you and this situation should not be taken personally. At such times, it might even be healthier to look for other opportunities.
When a new leader joins, some members of the team can go overboard to impress the new boss. In their anxiety to impress, they tend to over commit, show off their capabilities, or bend over backwards to please their new leader. Steer clear of such behaviour. All it does is create a gap between perception and performance. When you overcommit, it’s detrimental to your success and makes it harder to win your boss’s trust in the long run.
Here is an example of how holding your own despite leadership pressure, works in favour of all stakeholders in an organisation.
In a large business division, the sales, costs and profits were recorded and measured per region. When the new Division Head joined, he insisted on having the metrics changed to measure the performance, per product and per region. This was because he was used to such measurement in his previous role in another company. He insisted that the new reports be implemented within a fortnight.
The Finance Head of the division, saw the merit of the new reporting metrics, but was also fully aware of the limitations of the existing financial systems. Instead of over-committing to please the boss, he explained the system constraints to the new Division Head and sought three months to implement the new reporting. The new boss was not happy, but he understood the constraints. This honest approach helped create long term trust and better understanding between the Finance Head and his new boss, the Division Head.
This example showcases a couple of learnings. Firstly, most people are rational. If explained in a manner that supports the goal of the organisation, most bosses are willing to listen. The Finance Head, while being open and accepting of the new financial metrics, did not give in to pressure. He shared his position in an authentic way, displayed exemplary knowledge of his team and the systems with a definite goal of having the new systems in place in three months. Such transparent conversations with a boss and teams sets the organisation up for success.
Most importantly, do not undercut your colleagues to glorify yourself. Yes, you do have a responsibility of inducting the new boss into the realities of the division. This should be done responsibly, objectively and factually and never with malicious intentions.
Different managers have different expectations and work styles. While you may try and adapt where you can, do not compromise on things you value.
For example, there are managers who like the team to work till late hours, or who may like to call up their teams at late hours. If this works for you then there are no issues. However, if you have young children, and barring real emergencies, may want to be home for dinner to spend some quality time with them. Communicate this with your boss. Don’t feel obliged to compromise in order to please the boss or feel compelled to be seen as a ‘team player. Also, make it known that in emergencies you are available at all times and that your timings won’t compromise your deliverables.
Crucially, don’t compromise on your ethics. Your new boss could ask you to engage in business that may be morally questionable to you. Stay true to your values.
In conclusion, when you have a new boss, welcome him or her with confidence and with a mindset of collaboration and positivity. This can open for you the doors to new opportunities and career growth.
Instead of resisting the change or even comparing bosses, focus on how you can adapt to your boss’s new working style. Don’t allow yourself to be clouded by preconceived notions and assumptions you prematurely make without having worked with them.
Set up a one-on-one chat with your new boss. Use this time to share your priorities and plans, and ask them about theirs. Clarify expectations and outline your challenges. These open conversations will go a long way in building rapport and mutual understanding.
Learn to adapt where you can, but stick to your personal principles and values. Don’t let the desire to impress your new boss get in the way of the things that matter to you – whether that’s spending time with your family or sticking to your ethical code of conduct.
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