If you are in a leadership position and are considering a job change, be prepared for change. To do this, we have gathered tips that will help avoid mistakes in a new place and achieve success.
In the modern world, no one else has been working for 20 years in one company. Ordinary employees or managers – it does not matter. If you are a good specialist and millennial, sitting too long will not give you the joy of understanding how many opportunities open before you. Plus the restless spirit of a generation that is used to proving to everyone around its coolness. It is clear that any changes are fraught with stress. And if you already go for it, stock up on useful tips and observations, for example, Michael Watkins – professor at the Kennedy School of Public Administration at Harvard University, a business expert whose main specialization is leadership. His book The First 90 Days: Critical Success Strategies for New Leaders at all Levels and Your Next Move has become an international bestseller.
Do not rely on previous experience
Recognize that the previous work is in the past, and in the new position you will have to solve other tasks. The greatest danger lies in the belief that the factors that led to success in the previous position will also work in the new one. And the more you hope for it, the higher the likelihood that, despite the hard work based on previous experience and skills, you experience a disappointing defeat.
Plan your first 90 days in a new position
Regardless of how much time you have at your disposal to prepare, the stages of work should be indicated in the plan by specific achievements. Take a few hours to plan, then it will do you a great service. To begin, think about your first working day in a new position. What would you like to do before it ends? And by the end of the first week? Then plan for the accomplishments that should happen before the end of the first month, second month, and finally, just the three-month period of your transition period. Although these plans will be very sketchy, the planning process itself will help to put things in order.
Get early victories
Early victories are your authority and the foundation of future success. The energy that you invest in the company starts a positive trend and creates an atmosphere of general confidence that everything is going as it should. In the first few weeks of work, you need to have time to use all the opportunities to strengthen your credibility. For the first 90 days, you need to decide how to benefit the company and increase its effectiveness in order to quickly reach the breakeven point – the moment when the benefits that you bring to the organization begin to equal the investments made in you.
Form your own team
If you led an existing team, you need to evaluate, pull up and mobilize each of its members. You may need to change the structure of the team to adapt it to the requirements of the situation. Your readiness from the very beginning to make tough staffing decisions and choose the right people for the positions is the most important success factor not only in the transition period, but also after it. Actions aimed at building a team should be consistent and consistent with the strategy.
Your success depends on the ability to influence not only subordinates, but also people who are not in your sphere of influence. Allies, both internal and external, are absolutely necessary if you are going to achieve your goals. So, first of all, find those without whose support your success is impossible, and attract them to your side.
Promote the quick adaptation of others
You must help ensure that everyone in your new organization — immediate subordinates, bosses, and colleagues — adapt more quickly in transition. After all, if you are going through a transition period, then they are experiencing it too. And the faster your new subordinates adapt, the faster you will begin to produce results.
Review features you can delegate
The complexity and ambiguity of the problems that you have to solve will grow with each increase. So, every time you have to revise the scope of functions that you have to delegate. The level of the position does not matter – the principles of effective delegation are always the same: create a team of professionals whom you trust, set goals and ways to measure achievements, translate global goals into specific tasks for your immediate subordinates, providing them with the necessary support in the implementation process.
You can be one hundred percent sure of the correct understanding of what is expected of you. However, those who have officially started working in a new place must constantly compare their ideas with real expectations. Why? Because the vision of your credentials, degree of support, and available resources before and after taking office can vary significantly. And not because you were deliberately misled. Rather, because hiring is like courtship, and service is like marriage. If the leader continues to act on the basis of his false assumptions, this can lead to undesirable resistance to his activities, even to the complete collapse of the leader in his new position.
Beware of your strengths
Not only your weaknesses, but also strengths can cause harm. To paraphrase Abraham Maslow, "when a man has a hammer in his hands, he sees only nails everywhere." The qualities that have so far been the key to success for you (it’s better to clearly imagine what your “hammer” is) can turn into weaknesses in a new role. For example, if you are very attentive to details, do not rush to control every action of new subordinates. This can set against you and create an impression, not unreasonable, that you consider all those around you to be inconsiderate and strive to survive them from their homes.
Do not go to the chef solely with problems.
It is, of course, necessary to report difficulties, but you hardly want to have the image of a person who constantly throws problems at the boss, hoping to get a ready answer from him. It would be nice to offer your own action plan. This does not mean that a full-scale solution is expected from you: understanding the period of time needed to solve the problem, and at least some suggestion will mitigate the bad news and help protect the boss’s nervous system.
You will find even more useful information on how to climb the career ladder in the book: Michael Votkins, “Pishov Hour … I’ll plant Pidkori in 90 days,” Our Format.
See also: How to manage your emotions