Some New Leader Paradoxes:
1. Make changes, but don't change anything -- what the organization most often wants is changed outcomes without having to increase investment or implement, and adhere to, new processes.
2. Fix broken things, but do so without causing pain, discomfort or disruption -- a corollary to #1, above. By definition, when something is broken, it means that something is not working. And there is a reason for that. And if you tackle the reason, you are likely to be tackling a person. Exercise caution and respect.
3."Take us to the next level" without devaluing existing employees and practices -- best practice in leader transition is for the new leader to honor the team for its accomplishments, and then quickly focus the team on signals from the world around them that suggest the need for developing "what's next." Worst practice is wiping out the New Leader's team and supplanting them with people brought from the leader's former employer.
4. Be heroic, but just like the rest of us -- companies often bring in outsiders to accomplish outcomes they have failed to achieve through previous internal attempts. As you listen to how you and your role are described be sensitive to, and dispel, any notion that you are there to "save the day." If the day truly needs to be saved, it first needs to be understood, and then turned into a team effort to be merely facilitated by the New Leader. This approach will lead to the broader acceptance and support required for New Leader success (and longevity).
5. Have early impact, but don't do anything until you completely understand us -- many New Leaders make the mistake of having a one-way dialogue with their team and colleagues. In fact, the best way to "prove yourself" is by demonstrating your understanding of the organization and context you are entering. And that is best done by asking good questions, and then truly listening and learning. That interpersonal due process is what will later cause others to allow you to take action with their support.
6. Beware if low-hanging fruit -- they are tempting, but are hanging there unharvested for a reason. If you spot an obvious issue, it is likely that others are already well aware of it (and for some reason have chosen not to take action). Let them tell you why it hasn't been solved already, whether it is important to address, what has been tried in the past, and their thoughts about when and how (and if) to take it on. And understand which key people in the organization have a vested interest in keeping things as they are (or not having their mistakes exposed).
7. We like you because you worked at (Company XYZ) and we admire them -- just don't tell us what you did, or how you did things, while you worked there -- a corollary of #5 above. While the books on onboarding focus on demonstrating early impact, they may fail to recognize that doing so can alienate others and short-circuit change initiatives. We always suggest a search for best practices that begins inside the new company, and extends broadly (and generically) to other companies. If you had a winning practice in your old role, perhaps you could tee it up by saying something like "Am not sure if this could work here, but I am familiar with an approach that has seemed to work well in other industries..." We also suggest resisting explicit invitations to share best practices from your last organization, at least until you've been in role long enough to be seen as understanding and valuing your new employer and team.
8. When we ask you what you think about us, we don't really mean it and/or want to know only the good things -- this can be a classic trap for New Leaders. People want to be liked, and often feel anxious when New Leaders arrive. New Leaders want to be seen as "getting it" and moving quickly. Sharing the things you like and appreciate -- about the company, your team, the way you have been welcomed, your excitement about future possibilities - is a great strategy. Additionally, allowing your team members to share their best work with you will increase their comfort and trust -- especially if you can find the good in their work. It goes without saying that asking for others' perspective on the organization helps here as well -- so when you may be in a position to pass some form of judgment, you will be seen as having done a fair and thorough search for information.
Again, the popular onboarding books can be very helpful -- as long as you remain aware of what they don't tell you.
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