A new leader can catapult your career or completely destroy it.
When leaders – one or many – change, you may find yourself in difficult terrain. A complete power shift is tricky and needs to be managed strategically. A few weeks ago, I led a high-potential workshop in Hong Kong entitled "The Power of Positive Politics." A recurring question was "how do I manage my new boss?"
This question reminds me of Vivian, a former workshop participant and particularly skillful in this area.
A seasoned business strategy expert, Vivian was recruited to join an investment bank in Hong Kong. Having relocated to London, she was enticed to return to Hong Kong to join another investment bank.
Within 3 months of joining, everything changed:
– The bank merged with a smaller Hong Kong bank
– The market started to tumble
– Five new senior executives joined the team
– Two tenured leaders retired and two decided to join a competitor
Chaos ensued, politics increased and everything was up for grabs.
Instead of panicking, Vivian strategically built a plan to establish herself in the new organization.
Fortunately here new boss was smart, strategic and savvy. While they had nothing in common – not even culture – Vivian managed the transition well. Vivian used her external network within the investment banking community and other professional organizations to learn about her boss before he joined the bank.
Street-smart Vivian created her own 100 day plan when she first joined the bank. Not only did she work extremely hard in her new role but she was able to connect with the right people. But this all changed, abruptly when the new team of leaders joined. The old guard was gone, including the team that recruited her.
A few tenured colleagues remained but most did not like her new boss and openly stated so… another challenge for Vivian to manage.
What did she do? She became acutely aware of the shift in strategy, priorities, and networks and adroitly managed her new boss transition. Smoothly navigating the change, she:
1) Established networks
2) Met with her new boss early and often
3) Managed to be par of the right projects – those linked to influential stakeholders
4) Watched, waited and knew which battles to fight
Of course there were setbacks, but she tapped into her network to manage perception and reputation and always kept her boss in the loop – even on the water cooler talk.
They are both still at the company, and both have since been promoted. When participants ask how to manage a new boss, her story always comes to mind.
Transitions are tough and large scale change can be onerous.
Managing a new boss means taking a step back to rediscover the organization, dust off your plan and start fresh. A new boss or complete leadership change means you start over with your 100 day leadership transition plan. This plan must include examining and understanding power, influence and stakeholders – all of which is common sense, right?
But how many of us do this?
With this particular group of high potential talent managers? None.
After the question was asked, we shifted gears and started to work on a new leadership transition plan. The basic first step is taking the initiative to understand the new boss rather than passively wait to receive orders – or – "the vision." You need to be clear on what's changed, what's important, the priorities and find your voice.
We've all seen managers waiting in the wings for the new strategy, new vision or new direction and then complaining when one is not forthcoming. To them, the new boss is an irritant or same as the old boss – wrong assumption.
Or we've watched the sycophant; hanging onto every word, finishing sentences, blindly following and mimicking every word of the new leader.
Rest assured neither excessive compliance or complete avoidance work.
Your networks and stakeholders will be a critical piece in this transition. Dust off the plan, set up a meeting with your boss, have a list of questions ready and listen for expectations and hot buttons -and observe.
Pick your battles wisely!
