KEY POINTS:
The arrival of a new boss is a tense time.
There are bound to be nerves on both sides; for the employees and the new manager.
But before the panic sets in, there are some practical things you can do to make life easier during the transition.
"A
new boss is a scary prospect because, fundamentally, when a new manager comes in there will be change," says Rose Beets, director of human resources company People Answers.
People cope with change in different ways but it is the whole idea of having to cope that creates the nerves.
Often a new manager is changing the business, if there is a restructure or the previous manager's direction was not liked.
"Don't resent that person for that, they are not necessarily initiating it, it can be where the organisation is going," says Beets.
Just as a manager needs to adapt their style for different employees, staff need to do the same for their boss.
It's a process known as managing up and employees don't do it enough, Beets says.
"A smart employee needs to assess their manager's style and adapt their way of interacting to meet [that] style.
"A smart employee will realise when they get a new manager, don't rush them. Wait for them to come into the role. See how they adapt to the way things are done."
Make a conscious plan on how to approach the situation.
"If you structure your approach, when the manager starts, the plan will help you through it."
The new boss has to immediately engage their leadership capability - managing the team, the peers, customers and the manager and their contemporaries.
But it is a good idea for a manager not to change things straight away, unless the new role involves a restructure or it is a business imperative, Beets says.
A 90-day holding period is commonly observed because the new boss needs to understand the business, the customers and the team before making any changes.
Similarly, it usually takes six months to a year for a new manager to make an impact on the team.
It is after that period that they can start to implement the business plan successfully and momentum will begin.
When the new manager starts, whatever you do, don't bombard them on day one, Beets says.
"Don't confront the new manager by saying 'you have to decide about this and this and this.' Ease them into it."
New managers could set up a meeting or social gathering on the first day and outline a plan.
"Say you are planning to meet with the team individually to get a sense of what they do," Beets says.
"It is important to listen to the team and see what's going on.
"If there's a restructure or change of team, lay out the processes.
"Let people know they will have their time so they are not desperate to slam down the door."
It is critical to have a sensible induction programme for new managers and it is not something which is traditionally done well, Beets says.
Often, induction is structured for new staff but not for executives.
As a manager, you can set up your own induction if it is not provided.
Or, as an employee, you can provide induction for the new manager if the company has not planned it.
Talk through the team's agenda and take the manager through the business plan.
"You want them to understand so they can manage well," Beets says.
Jo Clayton, an executive development and coaching specialist with Acumen and the University of Auckland business growth unit, the Icehouse, says some tips on best practice for introducing a new manager into an organisation are gleaned from observing "transition" practices in a range of leading companies.
Clayton and her colleague, Douglas Lang, found they were meeting executives in new roles who had all experienced the same sorts of issues.
They talked to executives in a variety of organisations and the human resources directors supporting them.
Clayton says various factors influence new executives' satisfaction.
One was selection and appointment: some people had no idea why the boss thought they would do well in the new role.
Other issues were whether someone had to relocate, if there were handover issues or no handover as the previous incumbent had disappeared, what support they got from the HR department and the set-up by the new manager.
Once people arrived on the job, there were problems noted with induction, the new manager's clarity on expectations, peer support, and how capable their direct reports were.
"We got the executives' experience and the HR directors' perspective and there was disparity between what the HR staff thought was done and what the new executive experienced," Clayton says.
In terms of best practices learnt from the research, it is crucial that a new manager has clarity about why they were chosen and what the expectations are in the role.
"Some of these people were in a bit of a confidence crisis," Clayton says.
"They were worried about their technical ability to do the job, something which had made them successful to date, and hadn't realised they had been promoted on the basis of their people or leadership skills.
"Employers need to sit down and say why they hired you - your fantastic strengths are such and such and these are our expectations for the next year."
A good induction process can overcome difficulties such as a lack of handover and the breadth of change a new manager has to deal with, such as a new role or a new industry.
The more new things in the equation, the more support is required, Clayton says.
A buddy system within the company and coaching in the first few months from someone not their boss is useful.
Sometimes senior people do not know something but they do not want to admit it.
"A buddy can help when you need to ask questions, which others may think you should already know [the answer to]," Clayton says.
Ideally, new executives should have a handover period and be able to maintain contact with the previous incumbent.
Hiring a new executive is costly, in time and money.
The cost is much higher if a senior executive is not able to get up to speed quickly in the new role, so firms want to get a person productive as soon as possible.
But this is not where induction programme dollars are spent. Firms put less focus on transition and induction as people get more senior, Clayton says.
"Do the induction properly and you will save money."
For people beginning in more senior roles, there is an expectation of success so many new managers do not take advantage of the support systems that might be available to them.
"Know what will make your transition easier and make sure you leverage those for yourself," Clayton says.
People need to be pro-active, to clarify their appointment and the expectations and to determine what support is available.
Senior people also need to have information on direct report capabilities.
"Have I got the team organised well and the right skill set?
"Get the boss's view of what is going on," Clayton says.
