Navigating New Leadership: A Guide for Employees when a Boss or CEO Changes
Introduction
A new boss taking over can be difficult. Change often is. For employees, the promise of fresh perspectives and strategic shifts can be exciting. But the uncertainty surrounding changing dynamics and expectations can also be unsettling, for seasoned staff and recent hires alike. For those who liked their old boss, the new one is a daunting prospect. And even those that didn’t face an element of “the devil you know.” At such a juncture, all employees will be sat around the office contemplating what a change of leadership means for their futures.
Successfully navigating a leadership transition requires a proactive approach to ensure continued productivity and career satisfaction. How do you build a relationship with a new leader? How do you help ensure a smooth transition? In the worst case scenario, how do you spot a leader who isn’t going to serve you and what can you do to counter that?
Understanding the new leader
It’s natural for employees to want to know as much as possible about their new leader as quickly as possible. This is the person whose expectations they will now need to be meeting; they’ll want to know what those expectations are. Equally, given there is such a wide variety of leadership styles, they may wish to adjust their temperament or approach accordingly.
In the modern world, employees can often get a decent sense of their new boss’s approach and values in advance of their arrival through their online presence. Most people have a LinkedIn profile through which their new employees can evaluate their posts to get a sense of their leadership style, past successes and communication preferences. Even just a look at their employment history can provide a sense of their trajectory and offer hints as to their approach.
Equally, employees may be able to track down their boss’s personal social media accounts by way of Instagram, X (Twitter) or Facebook. Wise leaders will make these accounts as difficult to track down as possible. And wise employees may not want to risk exposing themselves as having perused their new boss’s personal account in advance of their arrival.
Following the new leader’s commencement comes the bedding in period, which depending on the leader and company in question can be a matter of weeks or months (one would hope not years). This period can be awkward and overly formal, with employees tip-toeing around the new boss and vice versa, everyone trying to figure the other out, fearful of earning themselves a spot in the bad books. Conversely, they can be overly contested, with a new leader looking to establish a foothold through shows of strength, maybe even ruthlessness. Meanwhile their more fiery underlings will either push back directly or raise dissent amongst their cohorts at every opportunity.
Neither of these approaches is ideal, though the first is obviously preferable. It’s only natural that things begin tentatively. Employees should try to make use of that early period to establish an amiable rapport with their new boss and to work out what kind of leader they are. Gather information, observe closely, and ask questions during initial meetings and interactions. How do they communicate? Are they direct and concise or more collaborative and open-ended? Do they favour quick decisions or encourage team input? Actively listen to their vision for the company and their priorities. Don’t hesitate to schedule a one-on-one meeting to clarify expectations or gain a better understanding of their vision for the department or company as a whole.
Building a positive working relationship
To state the obvious, you want to impress your new boss. And you want to do so at the earliest opportunity you can.
“Recognize that people do draw some impressions about you pretty quickly,” says Karen Dillon, coauthor of Competing Against Luck and the HBR Guide to Office Politics [1]. But how do you make sure those first impressions are positive?
Michael Watkins, chair of Genesis Advisors and author of The First 90 Days, advises you put yourself in your new boss’s shoes. “Keep asking yourself, ‘How can I help them get up to speed faster?’” [2]
Writing in Harvard Business Review, Carolyn O’Hara offers some practical advice as to how to build a strong rapport from day one [3]. She suggests (1) looking for common ground (2) being empathetic to your new boss’s situation (3) not laying it on too thick (or thin) (4) helping them achieve early wins, and (5) coming armed with solutions, rather than problems.
Equally, experts recommend discerning your new boss’s communication style early. “The sooner you get a sense of how they prefer to be communicated with, the better,” says Watkins [4]. Do they prefer email, calls, texts, or in-person discussions? Do they like to weigh all of the pros and cons before making a decision, or do they want to hear what you’d suggest? Knowing this information will help you avoid misunderstandings that could complicate your work or put you in a difficult situation.
Dillon says the best way to discern this information is simply to outright ask. “Even if they don’t have a great answer because they’re still figuring it out,” she says, “they know that you’re open to it and that you’re approaching them with the attitude, ‘I want to be effective for you.’” [5]
Onboarding a new manager
If you’re a long-serving member of your company, or if your new boss has previously worked in other fields and is less familiar with their new territory, they may be reliant on you to get them up to speed as to how the company functions. This onboarding process is pivotal. If you help your new boss hit the ground running, they’ll be indebted for you going forward. If you make life tricky, the opposite is likely to be the case.
According to research from Egon Zehnder, there are three main reasons why new leaders derail: 1) They fail to understand how the organisation works; 2) They don’t fit with the organisational culture; and 3) They struggle to forge alliances with peers [6]. A helpful, ambitious employee can see to it that their new leader doesn’t fall into any of those trappings.
In Harvard Business Review, Rose Hollister and Michael D. Watkins write that their research shows that those challenges were not dissimilar whether said new boss was an external hire or had received an internal promotion. Leaders they surveyed “said internal promotions were 70% as difficult as coming in from the outside.” [7]
Hollister and Watkins diagnose three fundamental types of learning when starting a new role: technical, cultural, and political [8].
They say that technical learning is about understanding what it takes to succeed in the job. In other words, getting up to speed with the specifics of the organisation’s roles, goals, capabilities, KPIs, and performance, as well as any key products, technologies, systems or customers. Cultural learning is about understanding the key behavioural norms that govern company norms, if there is a certain in-house style or process, for example. Political learning is about identifying the key stakeholders and internal relationships or hierarchies, and clarifying the decision-making processes.
When to be worried
While adjusting to a new leader requires flexibility and patience, certain situations may warrant concern. It could be that your new leader starts showing signs of misalignment with the company culture, or quite simply that they’re not a good leader or person. The impact of that will obviously be felt around the office and could negatively affect your career. So, what kind of signs should you be looking out for?
An obvious indicator that your new boss is not the right fit is if they display unethical behaviour. Some of that may be obvious and easily dealt with –– someone who openly partakes in harrassment, bullying or discrimination should be swiftly dealt with in the modern world. But equally look out for other more nebulous traits such as favouritism, a punitive streak, unpredictable moods or microaggressions.
If you notice these traits but sense they are down to a misunderstanding, it could be worth raising your concerns with the individual in question. If the signs are more pernicious, it may be time to report your concerns to human resources. If they fail to act, start looking elsewhere; anyone who works for a long period of time under a bad boss in a toxic environment tends to bear the scars. It’s not worth it.
Navigating new leadership
The arrival of a new leader presents a unique opportunity for both the individual and the organisation. While initial uncertainty is natural, a proactive approach can transform this transition into a springboard for growth and success. By understanding your new leader’s style, building a positive working relationship, and consistently demonstrating your value, you can position yourself for continued success within the changing landscape.
Remember, your career growth is ultimately your responsibility. If the new leadership creates an environment that hinders your professional development or well-being, don’t be afraid to explore new opportunities that better align with your career goals. The skills you develop during this transition, such as effective communication, adaptability, and a willingness to learn, will serve you well throughout your career.
More on Change Management
Mastering Change and Complexity: Strategic Leadership in an Uncertain Business World
Pioneering Change : A Case Study of Jeff Bezos Transformational Leadership at Amazon
Sources
[1] https://hbr.org/2016/10/how-to-build-a-strong-relationship-with-a-new-boss
[2] https://hbr.org/2016/10/how-to-build-a-strong-relationship-with-a-new-boss
[3] https://hbr.org/2016/10/how-to-build-a-strong-relationship-with-a-new-boss
[4] https://hbr.org/2016/10/how-to-build-a-strong-relationship-with-a-new-boss
[5] https://hbr.org/2016/10/how-to-build-a-strong-relationship-with-a-new-boss
[7] https://hbr.org/2023/02/how-to-onboard-your-new-boss
[8] https://hbr.org/2023/02/how-to-onboard-your-new-boss
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