The first words to the team from the leader. How to enter a new team. Relationships in the team
Historically, it so happened that, communicating with each other through speech, people gradually created certain language structures and rules. They greatly simplified the communication process and contributed to effective interaction.
But speech is not only the process of speaking itself, but also various speeches on a wide variety of topics in front of certain audiences. On this basis, festive, welcoming, final, business and others are distinguished. They can be both independent units and elements of one large speech.
The welcome speech, an example and definition of which will be given in this article, is precisely the subject of our conversation.
The Importance of Our Words
The first impression is very significant. It is known that it cannot be produced twice. Therefore, special requirements are imposed on the welcoming speech.
Its function is to adequately start any event, greet those present, defuse the situation, and outline the prospects for further conversation. Work in progress for the audience.
And it doesn’t matter at all that sometimes a welcoming speech at the opening can consist of only a couple of sentences. The main thing here is not to make a mistake: too long a speech will make the audience bored, and a very short one, on the contrary, will give the impression of a frivolous approach to the event on the part of the organizers.
Welcome Speech: Example and Basic Principles
Here are some tips and techniques for working with the audience. And it doesn’t matter at all whether it will be a welcoming speech at competitions, the opening of an event, before a lecture, and somewhere else.
hospitality
Even if the audience is completely unfamiliar to the lecturer, it is necessary to communicate with it in the same tone in which conversations are conducted with old friends. This will immediately put people at ease and create the necessary atmosphere of trust.
Brevity is the soul of wit
A little about this principle has already been said above. introduction shouldn't be stretched too much. First, a general greeting, a slight highlighting of especially important guests, then a few strokes about the future event (without mentioning the details), and that's it.
Performance
Any welcome speech contains an introduction to the audience (we will consider an example later). Even if people familiar to him are sitting in front of the speaker, he must necessarily name himself, his position or occupation, if they are directly related to the event being held.
Ability to convey information correctly
Any performance requires at least a little preparation. The auditorium or hall must be known and inspected in advance. This is necessary in order to understand whether the person who will speak will be seen and heard from all places.
Eye contact with the audience, maintained throughout the whole time, certainly contains a high-quality welcome speech, an example of which should be taken into account by all lecturers.
Before the performance, you should practice the sound of the voice, so that later there will be no interference.
Use of humor and jokes
This approach is not suitable for many. Jokes should be subtle, not mean or vulgar. If there is no self-confidence as a skilled humorist, it is better not to use it. A bad joke can negate an entire previous excellent speech, and the remaining sediment from it will no longer change.
Director's welcome speech
Of particular note are the corporate speeches of the heads of various enterprises and firms in front of their teams. Directors, as a rule, are hired at various celebrations, summing up the results of the year, honoring veterans, awarding leaders.
Here is an example of one of these speeches of the leader:
“My dear colleagues! I'm glad to see you at the celebration
You are her main wealth and decoration! Dedicated employees, responsible suppliers and reliable partners. You helped the company to move forward, not to deviate from the intended course. You were not afraid of temporary difficulties that we managed to overcome together.
Thanks to all of you, today the company is the undisputed leader in its industry. We have achieved excellent results and are not going to stop there!
We deserve this holiday! Wish you have a nice evening in good company of friends. I hope that the event will be pleasant, give a great mood and leave pleasant memories. And invited artists will help create a festive atmosphere.
Thank you for your attention!"
As you can see from the text, the same principles work here as in other speeches. If the leader adheres to them, then this contributes to working for. If the atmosphere in the company is friendly, directors are valued and respected, this directly affects the results of work, qualitative and quantitative indicators.
Conclusion
A successful welcome speech is able to demonstrate to all listeners the friendly attitude of the speaker towards them. Then all subsequent speech, lecture, upcoming holiday or business event will be a success. Therefore, do not spare time and effort to prepare a welcoming speech. It will definitely pay off later.
"HR officer. Personnel management (personnel management)", 2012, N 11
PROBLEMS OF MANAGEMENT CHANGE AND BUILDING RELATIONSHIPS WITH THE TEAM
Don't worry about people not knowing you
but worry about not knowing people.
Confucius
The article discusses the problems that new leaders may face. Recommendations are offered for the successful adaptation of a new leader in a team. Typical errors are analyzed.
The change of leadership is a chance for the company to achieve better performance. At the same time, the change of leadership at various levels is always a stressful situation both for the team and for the new leader himself, fraught with almost inevitable conflicts.
What to prepare for?
Of course, the specifics of the situations that both the leader and the team face in this case, and therefore the specific causes and severity of conflicts, largely depend on many circumstances preceding and accompanying the change of leadership. At the same time, a number of problems associated with the change of leadership are the same at all levels of management. Will the "newcomer" be able to quickly develop a strategy? Will he have the same organizational skills as his predecessor? How will he cope with the expected turbulent changes in the market? Will he be able to motivate employees and make them believe in the correctness of the overall strategy? These questions, in one form or another, tend to arise with any change in leadership.
It is possible to single out quite typical situations (and conflicts) that a new leader faces, namely:
Situation 1. Before the arrival of a new leader, "stagnation" reigned in the team. If not all, then many were satisfied with it. The new head, literate, competent, sharply increased the requirements for almost every member of the team, which caused a negative reaction among many, hidden and obvious resistance to the proposed changes.
Situation 2. The level of development of the team is much higher than the level of professional qualities of the newly appointed leader. The newly appointed leader puts forward his "program", but the team, relying on the traditions and attitudes that have developed in the team, does not accept it, and offers its own development program, which does not coincide with the position of the leader. As a result, the motivation of employees and the effectiveness of their activities are reduced.
Situation 3. The team has its own authoritative enough professionally competent leader. The appointment of a new leader was a surprise to many. As a result, the team is trying by any means to reject, not to accept the new leader, especially since the style of his work does not suit many. The situation is dangerous with a possible "split" of the team, diverting the efforts of the team to conflict interaction.
Situation 4. The team accepted the newly appointed leader well. Most of the team members highly appreciated his organizational, professional and personal qualities. However, already at the very beginning of his work, the leader encountered one of the members of the team, who also applied for a leadership position. This "failed leader" constantly questions all the innovations of the leader and sets the team against their introduction, contributes to the deterioration of the socio-psychological climate in the team.
Situation 5. A new leader arrives and begins to bring in his people - reliable, proven, whom he knows at work. In a team, a tense situation of confrontation between two teams may arise. Most often, for representatives of the "old" team, dismissal is a matter of time, and within a year after the change of leadership, they still leave.
Situation 6. The former leader leaves for a new job and takes his team with him. In this case, not only a "brain drain" often occurs, but also confidential information, ready-made developments, loss of customers. If a former leader leaves offended, then the opportunity to steal key people is a way to get revenge. This is the most dangerous situation for the company: it is obvious that for retiring employees, this leader is a leader who means more to them than the company itself with its products, market image, corporate culture.
Factors that determine the success of a new leader
A conservative estimate is that about a third of all people appointed to a new position fail within the first year. For companies where this has happened, such leadership changes are very costly. And for a leader, a failed attempt to occupy a high position can be the beginning of a career collapse.
The question arises: why, in one case, the change of leadership leads to an improvement in the situation, and in the other, the newly appointed leaders fail? John Gabarrow, an HR professor at Harvard Business School, has come to some interesting conclusions after analyzing the transition process at high levels of management.
The first conclusion was a confirmation of the classical personnel policy. People who had previously worked in the same industry were more fortunate than people from outside. They were able to adapt to a new situation much faster and distinguish the main from the secondary. Their approach to problem solving was somewhat one-sided, but the ability to act quickly outweighed this shortcoming.
The second conclusion debunks the myth of rapid leadership change. The process of transferring a position, usually accompanied by structural and personnel changes, often drags on for more than 1 - 2 years. At the same time, this period is characterized by a typical set of actions and observations. Most executives begin their first major transformation after 3 to 6 months. This is followed by a phase of intensive observation with the acquisition of deeper organizational knowledge. Approximately in 12 - 18 months the second phase of transformations begins.
The third conclusion: the decisive factor that distinguishes successful leaders from less successful leaders in new positions is relationships with key people. Three out of four new leaders had poor business relationships with their closest colleagues after 12 months. There were conflicts between them about setting goals, leadership style, and criteria for effective work.
To a large extent, the result is also determined by the qualities possessed by successful leaders (table). Leaders who successfully take office recognize the importance of good business relationships with key people and develop those relationships. They skillfully get along with predecessors and secret applicants for the position, establish the necessary connections and achieve significantly greater success in the implementation of plans.
Comparative characteristics of the qualities of leaders
|
Leaders who are successful in |
Leaders entering the new |
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More educated and more |
Often new to the industry; them |
Managers who have successfully taken office have a number of other qualities that distinguish them from less successful leaders. They manage to connect many different topics, problems and expectations into a clear and visible concept. They are able to inspire employees with a vision of the future and motivate them to be especially diligent in their work.
Another quality that distinguishes leaders who successfully enter a new position from those who are less fortunate is their resilience in crisis situations. They do not panic and inspire confidence in their employees that the goals set will be achieved. Most often this is due to the fact that they have had to change leadership positions more than once, and they know what this entails.
Knowing the industry, developing good relationships with key people, developing a shared perspective, and inspiring confidence are some of the factors that separate successful managers from less successful ones. These are not innate properties, but qualities acquired as a result of practical experience.
What must be done
1. Actively meet expectations. The most constant thing that accompanies a change in leadership is expectations ("Let's see if he can improve our image?", "First of all, we need better material support"; "It would be great if we finally became a well-coordinated team," etc. d.). To soberly perceive expectations, including overestimated ones, is the main task facing a leader who wants to successfully accept a new position.
The expectations of senior management are often unknown to new leaders. Contrary to the demands for clarity of purpose, at such a decisive event as the acquisition of a new position, managers prefer not to clarify expectations. When it comes to talking about it, it refers to quantitative indicators, and as important expectations, an increase in turnover, a more favorable difference between the planned revenue and variable costs, and a decrease in costs are listed. Since new leaders tend to refrain from clarifying expectations lest they appear "unreliable," misunderstandings become preprogrammed. Many managers often don't ask about the simplest things, such as the time frame for success in a new position. The situation becomes even more complicated if the managers come from another department or from another enterprise. In this case, they tend to focus on the terms of the contract and their prospects. They often refuse to characterize the situation on which their future success depends, not having a clear idea of what consequences this will turn out for them.
Take note. What questions should a new leader find answers to?
What are the top three goals for senior leaders in the first six months?
What has been done in the past two years to achieve these goals?
How do senior leaders explain that the intended goals have not yet been achieved?
How different are the explanations of subordinates from the assessments of superiors?
What expectations do senior leaders have for subordinates, customers, and suppliers of a newcomer?
What do senior executives think is more important for success: employee trust, relationships with customers and suppliers?
What personal and job changes have already taken place as part of the leadership change?
Who do senior leaders think will feel left out?
Who has been actively involved in overcoming the difficulties of the transition so far?
Who has been involved in making important decisions so far?
At first glance, the expectations of subordinates seem clearer ("At last you are here. First of all, you should staff our unit"; "What we urgently need is new personal computers"; "You have good contact with the external service group, maybe you can make them interact with us better", etc.). However, subordinates openly express only part of the expectations. First of all, they clearly articulate those expectations that are associated problems.Subordinates are more restrained when expressing their personal expectations.Subordinates are also interested in: will the new boss manage to improve the psychological climate in the team, will they have chances for professional development, will the new leader be able to better represent them on the side? These are the questions that they are worried but not always talked about.
Take note. Unspoken expectations in leadership change
From the top management:
Do it the way I would.
Act as quickly as possible.
Be loyal.
Please support me in my position.
From subordinates:
Solve our problems at low cost.
Show that you can't do everything.
Don't try to force us to change our positions.
Show concern for our development.
From colleagues:
Give us new ideas, but in such a way that our work is still appreciated.
Respect our achievements.
Do not enter into "alliances" directed against us.
Check out our "rules of the game".
The task of the manager is to clarify, along with open expectations, unspoken ones, realizing that expectations are wishes, ideas, hopes, proposals for solving problems and motivations, but not a program and not tasks that are in without fail should be decided. They are a mixture of emotional wishes and business proposals for solving problems, often contradicting each other.
Typical mistakes in working with expectations:
Attitude to expectations as to tasks that should be performed immediately;
Careless attitude to the expectations of colleagues who want respect and recognition;
Ignoring the unspoken expectations of senior management;
Lack of attention to the expectations of employees regarding their stability and confidence.
2. Develop relationships with key people. Relationships with shareholders, superiors and subordinates, as well as with clients and colleagues, are in many cases critical to a successful change of leadership. Because misunderstandings in relationships that play an important role easily lead to failures that, in the difficult initial stage of taking office, can hardly be corrected. And if the actions of the new leader are also blocked by other disappointed applicants for the position or secret competitors, then the situation will become even more complicated.
It would be a mistake when changing leadership to neglect the secret applicant for the position. Show him that you understand his frustration and discuss in detail the possibilities of business cooperation. At the same time, however, you must realize that it is not your fault that he is disappointed. Mistakes are often made in such situations. Disappointed applicants are given promises and expressed hopes for future prospects. Support in such a situation is to meet the disappointed applicant with understanding and ask him a business question: how does he imagine future cooperation? It is his task to survive his disappointment. Your contribution is to offer him a fair choice and thereby "build bridges" in the relationship.
Take note. How to Build Relationships with Disappointed Applicants and Secret Competitors
1. If the applicant for your position is in your new team, try to contact him for advice.
2. Express understanding for his frustrations and discuss the possibility of business cooperation. An important point: you cannot eliminate frustration.
3. If the applicant is very disappointed, try to "build bridges".
4. Draw his attention to the nature of the relationship you are proposing: an understanding of his frustration and a businesslike discussion of constructive cooperation.
A special theme in the change of leadership is the relationship with the predecessor. Here, not only the relationship between the new person and the predecessor, but also the employees with him, plays a role. They will inevitably compare both key figures and create a general mood of covert competition. Almost everything that the new manager does is compared with the actions of his former leader and thus depreciated to some extent. All the errors that have now come to light are being projected onto the "newcomer" to protect the leader so long valued.
In this case, what position the predecessor occupied plays a big role. If you went for a promotion, then it is usually easier. If, from the point of view of employees, the management of the enterprise treated him inappropriately, then the loyalty of employees towards him is ensured, and the "newcomer" will have to face a difficult situation. One of the options for a relationship with a predecessor who has gone on promotion is when he becomes a higher leader. Then you will have to deal not only with the difficulties associated with the transfer of his powers, but also with constant comparisons with him by employees.
Take note. Some questions that you need to know the answer to avoid competition with the predecessor
1. How are you different from your predecessor?
2. What difference is important to you?
3. How can you justify this difference besides saying that your predecessor made a mistake?
4. In what area was your predecessor perhaps better than you?
5. Suppose that your predecessor is still working in the department - what would he certainly not agree with?
3. "Invitations" that are better not to accept. "Either you or me" or "First you have to show us if you can do it..." or "Because you can do it much better than your predecessor", or "Finally someone can tell us how we'd better get organized" are the "invitations" that accompany many leadership changes. They are more or less overtly worded recommendations to the "novice" which then, if he accepts them, will lead to serious difficulties. The problem is that the moment you agree with the proposed point of view, hiding under the guise of these "invitations", you are responding to the negative expectations of your interlocutor. Thus, such situations easily turn into "vicious circles" leading to the result that was already predicted in advance. Such "vicious circles" do not only arise in connection with frustrated employees. They also often appear in the relationship between the team and the new leader, and above all in a situation where the team has worked very successfully (maybe even for a long time) without a leader.
Experienced leaders in such situations show patience. They know that it will take some time for the staff to get used to the fact that they are no longer alone and that they will inevitably have to step down from the duties they have hitherto carried out on their own. They also know that it is only a matter of time before the constant challenges of daily work give them the opportunity to become active.
During the transitional period, leaders are limited to collecting information, making contacts and solving typical current tasks. They ask employees to take part in customer receptions and meetings. But first of all, they get acquainted with what is functioning successfully, so that the team does not get the impression that they want to destroy effective structures.
No less problematic is the classic savior situation. If the team has long been looking forward to a "newcomer" who will show the talent of a manager, then following this "invitation" would be one of the greatest mistakes that leaders can make. While the "newcomer" often does not yet know where he can provide support at all, the team will feel more and more unable to work effectively. After a fairly long period of time, the manager will wonder why he is faced with ever-increasing resistance. The team resists admitting to being unilaterally defeated and strives to ensure that the recommendations of the leader also do not work.
4. Formation of a network of relationships. When forming relationships in a team, it is necessary not only to identify key figures, but also to take into account factors such as loyalty, competition and frustration. It is necessary to have contacts with subordinates who will allow different opinions to be evaluated and provide the necessary support for carrying out activities. This is all the more true since most of the projects currently being implemented require the support of more than just direct reports.
Expert opinion. Anton Kalabin, business coach, founder of the training company "School of Charismatic Leaders":
When a manager comes to a company from outside, he usually makes one of two mistakes: he quickly tries to change the system of work without having time to understand its specifics, or, conversely, he takes a long time to delve into the essence of the matter. In the first case, if he does not explain to subordinates why the new system is better than the old one, they sabotage his undertakings. In the second, when a person takes too long to figure out what's what, is afraid to make sudden movements, he himself becomes part of the system and no changes occur. Way out: in the first two days, a newcomer should get to know the company, study current documentation, interview subordinates and ask them to briefly write a list of duties that they perform. Dedicate the third day to designing changes, and on the fourth or fifth day to start a "revolution". Changes must be introduced gradually, otherwise new technologies will not bring the desired effect. In any case, whether the boss came from outside or grew up within the company, he must be a leader and not be afraid to take responsibility. Being a professional leader is a real art that not everyone owns!
Take note. Some Questions Concerning Gaining Power and Influence
1. Who do I need to partner with to achieve what I want?
2. What point of view will they take and what will they think of my intentions?
3. Who can hinder my intention or lead me astray? Who will be so affected by what I strive for that can interfere with my intentions?
4. What is the basis of my power and influence? How can I further expand my influence to find support for my decision?
5. What kind of relationships do I need to establish in order to receive information about events in the enterprise quickly enough?
Most of the problems arise due to a lack of communication between the boss and subordinates. The new leader is obliged to explain in detail the significance of the steps he is taking. Each employee must understand why it is necessary to work in a new way. The leader can talk about his views on the future at a meeting, which should be organized as soon as possible. Often a leader comes to an already established team, with its own structure and traditions, connections and relationships. And his style of work may not be accepted. Before you break the old system, you need to study it, and only then make any decisions.
How to help a new leader
The process of adaptation to a leadership position can be divided into three stages:
1. Listen and tune in. Actively and as quickly as possible to understand the goals and general tasks of the unit. Understand what each of the subordinates does and what he is capable of. Identify "bottlenecks" in the activities of the unit, the elimination of which will provide the greatest increase in labor productivity and the quality of the work of the team. With the help of the former leader and subordinates, one should carefully consider what was done or what was supposed to be done to eliminate the identified "bottlenecks".
2. Determine immediate goals. Outline projects to eliminate "bottlenecks". Select from the proposed projects no more than one or two, based on the following criteria:
importance and timeliness. The project should be aimed at solving problems that are vital for this unit and have long been waiting for their solution;
Measurability. If the results of the project implementation are not obvious and measurable, then the performers will not be able to assess whether they managed to achieve anything under your leadership and whether it was worth it for them to try so hard;
Short term. The implementation of the projects you have selected should bring tangible results no later than 4 - 6 weeks, otherwise the enthusiasm of the subordinates will begin to fade, which means that they will work less diligently;
Autonomy. At first, it is necessary to take on only those projects that can be implemented within the powers of the new leader and with the available resources. All projects that require additional approval from above or the allocation of additional resources should be postponed until later;
Persuasiveness. The implementation of selected projects should confirm the ability of the new leader to successfully use progressive methods that have not previously been used in this unit, or the ability to significantly increase labor productivity in the unit.
3. Organize and get the job done. To achieve the intended goals, it is necessary to carefully plan the work on the implementation of the project. It will also help to assimilate the style of the new leader to subordinates on the go and prepare for more complex tasks in the future.
When developing the habit of achieving your goals, at first it is advisable to adhere to the following recommendations:
Set clear, extremely specific goals for each employee;
Approve each employee's work plan, which clearly indicates what and when he is obliged to do;
Continuously monitor project progress through brief weekly written reports from each individual or weekly workshops.
The HR department of the company faces two main tasks when changing management:
The first is to promote the speedy adaptation of the new leader (leaders) and the gaining of trust in the team by him (them);
The second is to carry out work to retain key specialists of the company and assist them in establishing relationships with the new leader (managers).
N. Saltykova gives an example of a comprehensive program that provided a solution to the problem of changing the leadership in the company and included: measures to adapt the new commercial director; measures to identify motivation, ensure loyalty and retain key employees; measures for the professional development of employees; corporate events aimed at maintaining the corporate spirit.
In accordance with the developed program, on the day of the arrival of a new leader, a general meeting was held in the office, at which he was introduced to the team. In the internal corporate network - the Intranet and the corporate newspaper, information about him was posted in advance: short biography, information about professional achievements and the most interesting projects carried out under his leadership. All heads of departments (including directors of branches) were invited to a conversation with the new commercial director to discuss the results achieved and plans for further development.
The personnel service developed two types of questionnaires: 1) special anonymous questionnaires, with the help of which they hoped to find out the mood of employees, their concerns, attitude towards the new leader and events taking place in the company; 2) questionnaires to identify the motivating factors of each employee, their wishes in terms of further professional and career development. All the data received was processed and used to develop a further strategy: revision of motivation schemes for various groups of employees and remuneration schemes, advanced training programs, internships, staff rotation, creation of a personnel reserve for training in order to further advance.
The Human Resources Department compiled lists of key employees in which the company was most interested: heads of departments, the most successful sales managers, the most qualified specialists. Separately, informal leaders were noted - it was they who had the greatest influence on the team. Conversations were held with each employee from this list, in which company executives and representatives of the personnel service took part to identify moods, problems, career and professional interests, personal interest in further cooperation, attitude to what is happening. As a result of the dialogue, each employee felt the company's interest in him and saw new prospects for himself.
The information obtained as a result of this work was used to draw up a professional development plan for key employees: a personnel reserve group was created, a number of employees were nominated for training with a view to further promotion, and a personnel rotation scheme was developed.
Additional trainings were organized for the sales department, a number of employees got the opportunity to go on an internship abroad, in addition, corporate courses began to operate in the company in English. All these changes were received very positively: the new opportunities that opened up also reflected the wishes of the employees themselves.
A new remuneration scheme for the commercial department was developed and approved. This increased interest in achieving higher personal selling results.
The company held a number of corporate events: a banquet on the occasion of the founding of the company, rope training, a new tradition was laid to hold a general meeting to present prizes for achieving the best results.
As a result of well-thought-out and well-coordinated actions of the management and personnel service, the company managed to solve the set tasks: to save not only the team, but also customers, and at the same time, their positions in the market.
Expert opinion. If a young leader came to a company where subordinates are much older and more experienced than him?
Inna Mozhayskaya, General Director of the HR company Mozhayskaya and Partners:
Biological age is a relative concept. In this situation, much age is more important psychological, which reflects the level of personal development of a person, his psychological maturity. Main mistake young ambitious and immature leaders - compensate for their youth and lack of social experience with tough, authoritarian, and sometimes dismissive behavior.
What to do:
Try to evaluate yourself as objectively as possible. Accept that the experience is really small compared to subordinates, while seeing your pluses.
Respect the professional experience of senior subordinates. Consult with them even when you are forced to make a sole decision.
Be able to admit your shortcomings and mistakes. Only a strong person can say "I don't know".
Share responsibility, be a team member.
What not to do:
It is artificial to "change the curtains for our own": one's concepts and organizational arrangements in a mature team must be introduced gradually. If you do this right away, without understanding, the subordinates may decide that the leader is not very smart and hasty, and this does not work for the image of a successful department head.
Demonstrating contempt for the predecessor or discussing his work: it is not customary for officers to talk about each other in the presence of soldiers. Moreover, the previous leader could well be deservedly loved by his subordinates.
- "Tighten the screws" - from the threshold the new leader is still a guest, it will look impolite. Entering the open door, you need to penetrate, understand. Otherwise, the door of trust will slam shut, alas, forever.
Yulia Luchaeva, Development Director of the Agency for Strategic Development "ASTRAR":
A new leader, regardless of age, as a rule, is faced with doubts: should he dissolve the old team, gathering a new team for himself, or try to "befriend" the old one? Both your own career and the work that is entrusted depend on the correctness of the steps. It is clear that not everyone in the department will survive the change of leadership, but retaining those who are valuable to the company, preserving human capital is the main task for the manager. At a younger age, according to sociologists, a leader is more likely to make rash decisions, less appreciate constancy and professional authority. Therefore, it is important to weigh more and trust the professionalism of others, and to hurry up and do everything yourself is less. It is possible to dissolve a department and hire new employees, but the cost of firing some, hiring and training others is so high that often the company, after such a mass exodus, never rises to the lost level of professionalism of its employees.
What to do:
Look for common ground between your vision of the work of the department and the ideas of the old guard about it.
Demonstrate respect for the professional authority of employees recognized in the team: consult, be attentive, strive for an impartial assessment of the actions and work of their subordinates.
Strive for sincerity in relations with subordinates: strained smiles hurt more than open dissatisfaction with anything.
Be interested in the lives of people with whom you now have to move mountains. That's right - mountains can be rolled up with people, with employees of the department - only to a stretch to fulfill the plan.
What not to do:
Do not take the position of a "child", offended in advance by all those who are better than him in some way.
Do not compete with subordinates, but manage.
Do not look for excuses for yourself, do not hide behind a "bad team" if something does not work out.
Prepare your team in advance for the arrival of a new leader.
Personally recommend a new manager to employees (even before a new employee enters work, tell the team about his achievements, previous work experience and tasks in a new place, introduce the newcomer to the team on the first working day, show that you are interested in the team accepting him).
Tell the new employee that during the probationary period he does not hesitate to contact you on any issue, since this is the most difficult period for him and for the whole team.
Do not set difficult goals for a beginner.
Prepare the team for the changes that will begin with the arrival of a new leader.
Bibliographic list
1. What to Do When There Is a New Manager & Conflict Arises [Electronic resource]. URL: ehow. com.
2. Fisher P. A newcomer in the chair of the chief. M: Interexpert, 2001.
3. Shibalin Yu. A. First confident steps in a new position. [Electronic resource]. URL: elitarium. ru.
4. Salnikova N. Change of leadership. How to retain key employees // Personnel management. 2008. N N 1 - 2.
5. Barmakova N. How to manage conflicts between old and new employees // Director General. 2008. N 9.
6. Konovalova VG Overcoming personnel resistance // Kadrovik. Personnel management. 2009. N 3.
7. Susan M. Heathfield. Leadership Rewards and Recognition. [Electronic resource]. URL: human resources. about. com/od/leadership/a/leader_reward. htm.
8. Example Leadership Skills List: 10 Great Leader Qualities. [Electronic resource]. URL: what-are-good-leadership-skills. com/example-leadership-skills. html.
9. clerk. ru, main job. ru, km-magazine. ru, delovoymir. biz/en.
V. Konovalova
deputy head of the department
personnel management
State University
management,
laureate of the Government of the Russian Federation
in education
Signed for print
- Corporate culture
1 -1
Hello dear readers! Appointment to a leadership position is always exciting. Still would! After all, you have successfully passed the interview and now brilliant prospects loom ahead. And if now you have been appointed head of a department, you probably imagine how you will eventually head a branch, and maybe even join the board of directors.
While you are immersed in these dreams, like in a barrel of honey, a small but tangible fly in the ointment disturbs the soul. Do not give rest to thoughts about how they will perceive the new boss in the old team? It's one thing to get a promotion where you've already worked for some time and know every employee well, internal regulations and unspoken laws.
It is quite another thing to come to the position of chief in a new place. Here the beginner feels like a sapper in an endless minefield. One wrong step and instead of a dizzying career, the newly minted boss will face a deafening failure.
Tighten the screws too tight - and they already hate you and plot intrigues behind your back. If you don't squeeze it, let it pass - you will quickly lose credibility and your opinion will be considered no more than the opinion of an office cooler.
So how to behave at work so that employees are imbued with respect and do not put a spoke in the boss's wheels? We will talk about how to join a new team as a leader, and not to fill bumps at the same time, in this article.
First, remember how not to behave
If you shared your concerns with your friends, you could get some bad advice from homegrown psychologists.
- Open the door to the department with your foot and immediately show who is the boss here
- Do not listen to anyone - from now on you are the boss and you must listen to you
- Get yourself a spy who will report what is happening inside the close-knit old team
Remember - this is not the way to start a career in a new place. This is a direct path to quiet hatred on the part of subordinates. But you shouldn't go to the other extreme either. If you demonstrate miracles of democracy and loyalty from the first day, do not expect to be taken seriously in the future. An opinion will be formed about you as a soft-bodied person, who is easy to push through and impose your opinion.
So how is it right to start fulfilling your duties at work so that such a long-awaited appointment does not turn into a headache in the end?
Set aside your charter for a while
Of course, you have your own vision of how to properly build relationships with subordinates and how to work. But if you start putting ideas into practice in the very first days, you will get stiff resistance.
Even if your reforms are sound and allow you to optimize work processes, remember that you have come to a “foreign monastery”. And while he has not become his own for you, while they are only looking at you, any of your initiatives will be taken with caution.
Don't rush to make friends
In many teams there is an employee who aspires to be a squire to the boss. And he is usually disliked by others. So, if among your subordinates there was also an employee exuding helpfulness and in a hurry to fulfill your wishes, even before they are announced, try to keep him at a distance.
The benefit of such a "faithful slave" is doubtful. All he can give you is a portion of regular gossip from the smoking room. But the damage will be tangible. The rest will decide that you have got a pet and will slowly begin to take revenge.
Don't believe everything you are told
Often, old-timers try to mislead a novice leader in order to bargain for some concessions or bonuses for themselves. At the same time, the entire old team, without batting an eyelid, claims that this has been accepted from time immemorial.
You may be told that the previous boss had nothing against "corporate gatherings" in the workplace. Or to repeat that he was a kind-hearted person and always turned a blind eye to the fact that Ivanov and Sidorov were late every day.
In general, no matter what you are told about the former “golden times”, do not rush to take it on faith and, all the more so, quickly put it into practice. And even if it was so before, you are not obliged to maintain traditions that are contrary to the employment contract and job descriptions.
Politely but firmly explain that from now on Friday corporate parties are transferred from the office to the nearest cafe. And Ivanov and Sidorov will have to set the alarm clock half an hour earlier in order to come to work with everyone else.
Do not fall into the trap of the "gray cardinal"
This is another common practice that allows you to subdue your boss. In every work team there is a person, and sometimes more than one, who believes that you have taken a position that rightfully belongs to him. If he is really smart, then with the advent of a new leader, he tries to do everything to manage the established team himself. Even if in the role of "right hand".
It is sometimes difficult to understand that they are trying to manipulate you, but it is possible. Here are the main signs:
- This is the informal leader. He is respected and his opinion is considered by all or almost all employees.
- He does not express his dissatisfaction with your appointment. On the contrary, he takes care of and supports the new boss in every possible way.
- He offers his projects, usually thought out in detail - up to which of the employees will implement which part.
It would seem, what's wrong with the fact that you have such a wonderful assistant? No matter how great the temptation to trust the "good fairy" who performs the lion's share of your duties, do not succumb to it. If you let go of the reins of power, it will be difficult to get them back.
You don't need the fame of a boss who sits in the head's chair and has no idea what to do? Namely, this is what the failed boss is trying to achieve, hoping to move into your office sooner or later. Therefore, politely thank him for his help, praise him at meetings for his initiative and, if you see fit, encourage him financially. But make decisions on your own and only after delving into all the details.
Refuse to be an arbitrator
In large teams, two or even more warring camps, unfortunately, are not uncommon. To successfully begin to lead subordinates, observe absolute neutrality. You just came here and do not yet know all the details of undercover games.
If employees start attacking you with complaints about each other, do not rush to make verdicts quickly. Listen to both sides, and then explain that you, as a new person, find it difficult to judge the conflict. That way you don't have to take sides.
Do not try to demonstrate your superiority
Some mistakenly believe that the best defense is an attack and choose a deliberately disastrous course of action. For example, you should not behave like a Harvard graduate among schoolchildren, because you are surrounded by adult, accomplished men and women.
Even if your diplomas allow you to boast of education, keep in mind that experience also means a lot. At best, you will be laughed at. At worst, they will get angry and do everything to put the arrogant boss in a puddle along with his diplomas.
Be especially careful if you are a woman and come to the women's team. Here you can be shown not only intellectual superiority, but also appearance. Therefore, postpone provocative and extravagant outfits until appropriate occasions, and at work give preference to a restrained business style.
Tips to help you effectively manage a new team
You probably already understood that it is not easy to adapt to a new place not only for an ordinary employee, but also for a boss. First you need to understand that you definitely won’t succeed in becoming a universal favorite. Why? You can read about it in the book. Itzhak Adizes “The Ideal Leader. Why they cannot become and what follows from this”.
However, it is possible to bypass the pitfalls and enter an established team without unnecessary difficulties. Use the advice of a psychologist and you will see that it is quite possible to win the respect of subordinates, even if you are an absolute beginner in this company.
Get to know everyone
Start your first working day by getting to know the team. Most likely, you will be introduced in a nutshell by higher management. But after that, it is desirable to set aside fifteen minutes for less official communication.
Quickly tell about yourself, previous place of work and professional skills. You can also touch on your hobbies - so others will understand that you are a living person, and not a biorobot programmed to work. But the details of personal life are best left behind the scenes.
Then listen to the employees and try to remember who is responsible for what. Do your best to remember the names. If, after such an acquaintance, you turn to someone “Hey, how are you,” this will be a manifestation of blatant disrespect. Do not rely on memory - write down the names in a notebook.
Also, try to learn as much as you can about the people you have to lead. To do this, just watch them. Someone sits in social networks and counts down the minutes until the end of the working day, while someone is sincerely passionate about their work and can stay up late, immersed in the project.
You must understand what to expect from everyone, who you can rely on in any situation, and who will fill up the deadlines and not blink an eye.
Tell subordinates about what awaits them
Even if you followed the advice of a psychologist and common sense, having abandoned reforms for the first time, most likely in the future you will have a desire to change something. Inform the team personally about all the innovations and be prepared for the fact that some of them will be hostile.
In such cases, explain what prompted you to make a decision and how this will optimize the work.
Work on your reputation
It is not easy to create and very easy to destroy, so do not make rash decisions and do not get excited, no matter what happens. In difficult situations, do not hesitate to consult with the team. Don't worry, you won't be seen as incompetent. On the contrary, employees will appreciate the fact that you listen to their opinion.
Respond appropriately to criticism. Remember, you are not a gold piece of gold to please everyone. Take fair comments into account, and ignore rumors and gossip from the smoking room,. You should not stoop to the level of the lower grades and take revenge on the offenders or call them for an educational conversation.
In turn, use criticism carefully. Your remarks should be to the point and in the wording that does not offend the interlocutor. It is easy to hurt with a word, it is even easier to make an enemy in the face of a subordinate by speaking derogatoryly about him or his work in front of other employees.
Therefore, for serious conversations, call employees to the office, and do not arrange an accusatory rally in the middle of the office.
Do not give impossible tasks
When distributing current tasks, take into account the experience and qualifications of each employee. Here it is important to keep golden mean. The task should be feasible, but not super easy. Different employees spend different amounts of time on the same job.
Yes, an experienced specialist will be able to cope with the task in an hour, while an intern takes half a day. But if you bombard a professional with easy tasks that he can quickly deal with, like seeds, he can relax.
Leave the small things for the less experienced, and entrust the ace with the interesting difficult task which will allow him to demonstrate professionalism.
Control the execution of work. If you suddenly see that an employee is not coping or meeting deadlines, give him someone to help him or entrust the task to a more experienced colleague. This way you will demonstrate your attention to work processes and insure yourself against missed deadlines.
Be kind and open
This does not mean that at a meeting you will be patted on the shoulder, and after work they will call you for a beer. The reputation of his shirt-guy on the board is useless to the boss - subordination must always be respected. But the halo of an unattainable, always busy boss does not contribute to a healthy atmosphere in the team.
Let employees know that you appreciate the initiative, that you are ready to listen to suggestions and provide the necessary assistance. Let subordinates know that they can turn to you in a difficult situation and get support. This will have a much better effect on your reputation than low-grade flirting with the team.
Have you experienced all the charms of adaptation in an established team as a leader?
Write in the comments what moments caused difficulties and how you coped with them. Share your experience - it is important for others!
When joining a new team, it can be very difficult for a commercial director to establish comfortable relationships with his own subordinates and at the same time prove his managerial authority and increase business efficiency. Because even the best personal qualities have never been an excuse for laziness and inefficiency for anyone.
In this article you will read:
How can a commander adapt to a new team
How not to behave as a new leader
The main rules of behavior of the leader in a new team
Adaptation in a new team manager is different from the same process of middle managers. The first task that a novice leader faces is to clearly understand the area of \u200b\u200bhis personal responsibility, get support and realize his potential without provoking negativity.
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The article has a bonus: a sample instruction letter for employees that every manager should write to increase productivity.
In addition, when adapting to a new team, it is extremely important for a novice manager to determine the circle of employees with whom they will have to communicate in work processes and establish friendly contact with them. And not only at the level of immediate superiors, but also among line managers and key contactees in neighboring departments and divisions.
It is optimal to organize a meeting with the participation of the maximum number of these employees, during which you should find out the currently accepted model of interaction between departments, find problem areas and record your observations as a subject for further analysis and possible optimization.
Your task at this stage is to enlist support.
- Adaptation of the head: how to quickly delve into the affairs of a new company
How to create a positive attitude
There are two main rules here. Firstly, a leader in a new team should not come with the position “I alone know how to work, and I will quickly rebuild everything in my own way, since you have worked incorrectly before.” Oddly enough, most often this only speaks of extremely low professionalism or pride, which does not paint a person. Secondly, in no case should you immediately begin to be very friendly with someone, and enmity with someone. The first opinion about certain employees may be erroneous. Perhaps they will try to draw you into some already existing coalitions. When adapting to a new team, try to take the most neutral position. Tell your current coworkers honestly and openly that you are a new employee and would not like to take sides.
Don't hurry
Do not rush to put forward any of your ideas. Wait a month - you will need it to look around, adapt to the team, understand the principles of the company. It is likely that the idea, which initially seemed brilliant, in a month will turn out to be completely crazy in the conditions of this company. If you still remain true to your innovation, first discuss it not with your immediate superior, but with someone who is the unspoken, but universally recognized leader of the team. Yes, there is a risk that he will appropriate your idea for himself, but you can get advice from him and enlist his support for the period of adaptation in a new team.
Additional Information
Before you start a sales revolution in a new company, study the situation as carefully as possible so as not to jump to conclusions. After all, it may turn out that the methods of sales, the application of which seems illogical to you, ideally work in this particular business.
- Personnel development in modern business conditions
Don't be afraid to change
Alexander Simanovsky,
Commercial Director, iConText
If the business system in a new company is built really illogically and non-functionally, it needs to be changed. If you don't change it, someone else will - an inefficient sales force will not be tolerated in any business.
Even with a motley work book and a healthy dose of self-confidence, adapting to a new team is not so easy. For the head of the sales department, the commercial director, the task becomes more complicated: there is no time to build up, you need to join the work almost immediately, otherwise you will not be able to achieve a positive result. And of course, maximum help and support from the manager and colleagues in the department is needed in this matter. At iConText, we have a tradition of introducing a novice manager to the team: we make sure to introduce him to all the other employees, talk about his hobbies and hobbies.
A beginner doesn't have to be afraid to be a pro. If you find yourself in a team where people are focused on solving problems, and not just getting a salary for being present, then this is the only way to gain the respect of employees and be realized.
If you come to a weak team and your colleagues just sit out their pants, then you can’t avoid negativity here. In such a department, revolutionary changes will have to be made. At the same time, in each specific situation, you need to understand the ways to achieve your goals - whether to go ahead, jumping over your heads, or to implement the initiative more carefully, evolutionarily, first of all by organizing your own work and only then presenting the system as suitable for the entire department.
It is important not to forget: in response to an adequate initiative during adaptation in a new team, you may be asked not only to ensure its implementation in the department, but also to be responsible for possible consequences. And if you are afraid to take on this burden, then it is better to immediately run away. I'm afraid that you, as a manager and leader, do not have enough competencies for this company.
- How to rally the team of the company: 3 great ways
God forbid you mix up their names!
Inessa Saukh,
CEO, Business Ocean
A person who is confident in the goodwill of his colleagues will reach new heights faster than an intimidated beginner. Career growth is easier to achieve when you are in a calm and positive state and when people around you are in the mood to help and cooperate, and not to compete and compete.
The most important and most difficult thing for a leader in a new team is to be natural. Sometimes this is not easy, because there are strangers around, from whom you want to protect yourself. And my mother’s advice “shut up, you’ll pass for a smart one,” “talk less, do more,” etc. work in your head. Yes, your subconscious mind will give out various methods of protection from an unfamiliar team, but you should not succumb to its tricks. Smile, good mood and a sincere interest in how life works in a team will help you get to know everyone and become one of your own.
Find out how life is organized in the office, who has lunch and where, what is accepted and what is not, how the holidays are celebrated - and now half the road to friendship with colleagues is already behind. Well, no one canceled professional achievements: everyone will be glad to see a competent person. Listen more, write down, be precise and accurate.
Imagine that your new colleagues are Good friends. Imagine in your mind the situation of your friendly communication as detailed, detailed and accurate as possible. Scroll periodically this picture in your thoughts, and you will not notice how it becomes part of reality. At the same time, do not forget about manners. If the team consists mainly of employees, pay close attention to office clothes - and God forbid you confuse their names!
Don't curry favor
I believe that whenever there is an opportunity to show your professionalism, you need to act, but you need to do it competently and wisely. Demonstrate your ideas and achievements at first only to the person who directly gave you the task. Do it calmly and without bravado. Rumors have a high speed - everyone will quickly find out that you can do a lot, and you will not need to personally notify your colleagues of your achievements, generating unnecessary feelings like envy and rivalry. Too obvious activity in a new place can cause comments like “curated” and hostility of colleagues. Therefore, try to keep them in the dark about your conversations with your superiors for as long as possible. And if information about your achievements nevertheless spread around the office, refrain from pride (even if justified) and pretend that you were just lucky. Such modesty will do credit to any professional.
tune in
In my opinion, for better adaptation in a new team, much attention should be paid to communication with colleagues, not forgetting, of course, about direct professional duties. Ideally, if the team has a special person from the personnel department who will introduce the newcomer to the team and give the necessary recommendations. A person who is confident in the goodwill of his colleagues will reach new heights faster than an intimidated beginner.
If there is no such employee in the company, then you will have to take the hit and get to know colleagues on your own. Here the recommendations that we gave above, personal charm and experience will come in handy. It is very correct to discuss career growth opportunities at the interview in order to immediately understand how and where you can develop in this company. But even if you haven't, all is not lost. After you become your own in the team and understand the rules of the game, draw up a rough plan of action for yourself and decide which position could be the next in your track record. Don't be afraid to set long-term goals: the higher the bar, the better the result. But do not get carried away with high jumps - sometimes calm communication in a team and the feeling that you are in your place are more expensive than any promotion.
Additional Information
Special advice for novice leaders of the weaker sex: even if you are an extraordinary person, when adapting to a new team, stay a little like everyone else, this is useful. Favorite red dress or exquisite blouse from Salvatore Ferragamo is not the best option to get to know the team, as well as shabby jeans or a sweater. Classic business style, minimum accessories, neat hair and manicure. And God forbid you confuse the names of the female part of the new office!
