There are a few instances where leaders find themselves in this position. If a wholesale replacement of leadership in a company happens, there may be a body of people whose loyalty left with the old regime. Following a beloved leader is another. One might even experience a cold reception from an established and functioning (or dysfunctional) team. Additionally, there may be a mess to clean up and/or complacency from a team that had grown too comfortable under the previous leader.
I followed another leader over 21 times in my Army career and experienced all of what I describe above. Here’s an approach that works when you find yourself in this predicament: Listen. Learn. Then lead.
Often, people holding a grievance just want to be heard. Some are zealots who will hold tight to their grudge, but most are open to compromise. Most understand you have a job to do and that you are not the previous leader.
Go straight to the people you believe are not in your camp and listen. Ask pointed questions like:
- “What do we do well?”
- “What needs to improve?”
- “What do you need from leadership?”
Offer a carrot.
Sit quietly, listen, and take notes. Then look for a “carrot” you can offer—something meaningful to them that doesn’t compromise your principles, beliefs, or company culture. It’s tempting to “clean house” and start over, but pump the brakes. Return to these people regularly in a sensing session format (see my book It’s Personal, Not Personnel for a walkthrough) and continue to listen and learn.
Avoid bashing your predecessor.
There’s not much value in it, especially if a good portion of your team held that leader in high regard. When new leaders blame previous ones, they rarely accomplish more than feeding their own egos. On day one, the problems of the previous regime become yours to solve. This is not the time for finger-pointing. Look forward, not backward.
Don’t fall for the bait of tradition.
Be cautious in how you respond to phrases like “That’s how we’ve always done it,” or “We don’t have a system for that.” Receive those comments with emotionless curiosity. Listen. Learn. Then lead your people toward a shared solution.
Lead well. Study leadership. Bond with your team. Be transparent and vulnerable. Love your people. Talk to a coach if you need it. And remember: one day, you’ll be the predecessor.
Make it Personal!
Rob
