<Originally published on Forbes.com>
Author: J. Todd Phillips
Some new leaders are hired to fix problems, right the ship or chart a new course. However, others may be brought in to replace a departing leader who has done an incredible job over many years. Earning the opportunity to succeed a respected senior leader will put your emotional intelligence to the test, especially if they were highly regarded both internally and among external stakeholders. How do you proceed in the first critical days and weeks following someone who had a well-earned, successful track record?
Here are five things to consider as you settle into your new position:
1. Honor the past.
First, accept that your predecessor was respected by their team and peers alike. Try to identify what everyone admired about them and why they enjoyed working with this person. Look for answers to the following questions:
- What was the overall culture of the organization?
- How did that leader’s supervisors interact with them
- How did that leader meet—or exceed—expectations, and how did the team and peers respond to those achievements?
- How did that leader engender trust with the team?
- How did that leader give feedback to team members?
While it will be helpful to learn as much as you can about your predecessor, it will be even more important to understand the environment in which they operated. Your goal is to listen and be aware, but not necessarily to replicate this person. As you explore, be alert for pushback, which may come quickly or emerge over time.
2. Start with your end in mind.
You were chosen for specific reasons—probably from a strong slate of candidates—and you will have your own goals to achieve. Remember why you were hired for the position, then:
- Focus on the change your new managers want to see.
- Look for creative ways to articulate how you and the team will contribute to the organization’s mission and the leaders’ vision.
- Understand that there are many ways to motivate your team, and consider the seemingly small things your predecessor did to generate enthusiasm. (They brought in donuts once a week for a reason!)
You can embrace some traditions—both large and small—but do it in your own way.
3. Establish and model trust, but be weary of bad actors.
It’s important to treat all members of your new team equitably from the outset. There will be one or more who will try to capture your attention immediately. Be wary and do your best to assess their motivations. As time goes by, you will likely find those you can count on to always tell you the truth about what is going on in the team.
Remember that trust is a two-way street: You must model it but with your emotional intelligence cap firmly affixed. Corporate politics are a constant, so steer clear of unhealthy dynamics.
4. Set quick goals and celebrate short-term wins.
Embrace the idea of celebrating small accomplishments. Establish genuine rapport early on to demonstrate that you believe your success is also the team’s success and find ways to showcase individual team members. At the same time, keep your focus on your managers’ vision for the team and move steadily in that direction.
Dramatic change doesn’t typically come overnight, but the fact that you are striving continuously at the helm of a highly motivated team is what will matter most.
5. Remember to be you.
You have something your new bosses liked. They hired you for the skills and competencies you bring, and they expect you to take the team to new heights. Remember:
- Your commitment, energy, confidence, optimism and work ethic are contagious.
- As Peter Drucker said, “Culture eats strategy for breakfast.” You are the Chief Culture Officer for your team—lead accordingly.
- As a lifelong learner, you will find many opportunities for continued evolution in this new role. Embrace those opportunities and keep growing.
Congratulations on landing this new role! You have proven yourself worthy of this opportunity. The past is prologue, there to be understood, respected and appreciated. With your entrance, however, a new chapter begins. Honor those on whose shoulder you stand, keep your eyes and ears open for new opportunities to learn and lead, and own this moment to deliver results that matter.
