Where to Start your Leadership in a new Situation

One of the biggest roles of a Leader is to make things better. When you enter a new situation, that is what you are supposed to do. If you make things better, you will build trust. So, the question is what do you do first? The answer will come from those around you. If you start a new job, you are very likely to have input from your boss. He or she will tell you why they hired you and what they expect you to do. That is a reasonable place to start. But it is not the only person that you should listen to. Nor should they be the only person that you get information from for your work.

The next group is your peers. They will have commentary on what has been ineffective with your group and changes that they would like to see. On top of that, they will likely have commentary on the task or tasks that have been assigned by your boss. Having their input can provide a view into what they want out of those changes.

Finally, there are your employees. They will want things to be better for them based on your arrival. They will have a list that has to do with their work. This list is important in that you need to consider their wishes as it is their trust that is the second most important in the company.

So, now you have your list. On that list you need to pick no more than 3 items. One of them must be the request from your boss. That trust relationship is the most important. If you lose the trust of your supervisor, then you will lose your effectiveness within your new job. The others should have the ability have progress done quickly. Most importantly, these need to be changes that you can measure the effectiveness of easily.

Let me give you an example from my past. When I joined Red Condor, I did not get explicit orders from my new boss. I went into the proposed future finances and found that scaling the business was going to be a challenge. Our plan included a big growth in revenue with few additions in customer support and network operations. This meant that we would need to reduce the issues that we had in total and make those we had take less time to repair the problems we had.

So that was my focus. I told everyone that this was going to be my focus and I had an easy measuring stick. Our Network Operating Center was visible to everyone. Reducing problem would be visible to everyone. The reduction in effort would take longer. So, I spent time investigating issues and make sure that we got to the root cause of the issues. This reduction created the trust that I had a focus and we could make progress.

So, here I worked on a change that would make the company successful over the longer term. People liked that and I explained the advantage to them. They could see the results of the change without significant extra work. The change impacted many elements of the organization and improved customer satisfaction. Goodness all the way around.

One thing that I had to be explicit about was that given this focus, other changes would take more time and we would not have the energy to concentrate on them. This was disappointing to those that thought these were high priority. I did add them to my list and told them what would trigger me being able to work on them specifically. By showing how I performed on that first change, I brought trust that I would get to their problems and fix them.

Have a great day!

Jim Sackman Focal Point Business Coaching Change Your Business - Change Your Life! Business Coaching, Sales Training, Marketing Consultant, Behavioral Assessments, Business Planning