So, you have achieved promotion and now you lead a team, no matter how big or small. On the one hand, the role is very prestigious and strokes one’s pride, but on the other hand, it requires responsibility and the ability to communicate with people.

Choose a tactic behavior It’s not easy, because if you are too soft and compliant, they will begin to take advantage of your trust and kindness, and you will lose some influence, and if you are too authoritarian, they will fear you, maybe even despise you, but not respect you.

Of course, it’s possible not at all conceive over such things, but simply to lead - to demand, manage, punish and encourage. But few people are able to be indifferent to how their subordinates perceive them. After all, the psychological climate in a team is very important. You will not be able to work calmly, knowing that most of your colleagues are constantly dissatisfied with you and are ready to set you up, and you will not be able to periodically fire those you don’t like - after all, it’s not about your subordinates, but about you. In addition to your personal comfort, we are also talking about your reputation, which is important for your future career advancement. Therefore, you need to work a little on your image as a leader.

Think over the image

Now try connect all the results (you can even do all this in writing for convenience). You will see an average type of leader. Try it on yourself: what qualities and abilities you already have, and what needs to be supplemented. You can also turn to your idea of ​​an ideal leader: how do you imagine him? How would you like to be treated? Add these considerations as well. All that remains is to bring the resulting image to life.

Frankness and trust

Equality

Show that you treat everyone equally and can accommodate them halfway to each. Under no circumstances collect information about employees from them. You can encourage gossip and dirty tricks. Moreover, this information is unlikely to be reliable. Better rely on your own observations and be objective.

Location and humor

Joining a new team is always psychological stress, and it is doubly intensified if you enter the team as a leader. This is no longer just a new team, but people whom you have to manage and do this with effective results on the organization’s indicators. What should you think about before your first working day and what must be observed already in the first days in order for further cooperation with a team of subordinates to be successful? Let's consider several main stages of this issue.

At the first stage, it is important to understand the company’s work processes, first of all, these are official documents that spell out who is responsible for what, how certain departments interact, as well as non-official information that will allow you to better understand the current state of affairs. In addition, familiarity with the documentation and knowledge of official instructions and orders will allow you to correctly correct them taking into account the current work situation. Don’t be afraid to ask “stupid” questions, asking your subordinates how to carry out certain processes in order to avoid making mistakes when solving important problems. According to the vice president for vertical markets of the Borlas group, Arkady Karev, it is impossible to truly get into the swing of things, focusing only on official papers, so it is worth checking directly with your subordinates how each process is actually structured (as is customary) . That's exactly what he did when he crossed over from the representative office American corporation Oracle in Borlas. As he himself notes, this transition was painless for him.

At the third stage, you can begin to get to know each branch manager separately - this can be done both during the work process, and by calling each of them for a private conversation. The first option is preferable here, but if you are the CEO of a large company with many divisions, then it is obviously worth using the second. However, the second option can also be used in the work process - calling managers as certain tasks arrive or to discuss their solutions. Try not to miss the opportunity to communicate with second-level subordinates; the right approach, diplomacy and your personal qualities over time can help employees become more frank in informal communication. This is also necessary for the work process - adjusting tasks, certain plans and programs taking into account the wishes of subordinates can help achieve effective results.

And finally, at the fourth stage, make sure that the management vertical is reliable. When communicating with managers subordinate to you, problems of insubordination or challenging your management decisions may arise. This may happen indirectly, but it is important to show your authority as a leader from the very beginning. It may happen that your deputy or manager will be older and more experienced than you - surround yourself with such people, but take into account their willingness not to emphasize the age difference and obey your instructions. But it may also happen that among your first-level subordinates - deputies and managers - you will not be able to find like-minded people, and this is a reason to think: both about your management policy and about new appointments.

Have you ever joined a new team as a manager?

Finally, all stages of the interview are over. You have been accepted for a probationary period! However, it is too early to relax - the main test awaits you. How to survive the first day of work?

Zoya Samoilova, business coach at BEST FOR NEXT

It is difficult to overestimate the importance of establishing contact with colleagues for further success at work. According to the results of psychological research, those employees who have many friends and acquaintances among their colleagues solve problems faster and move up the career ladder.

When preparing for our first day at a new company, most of us feel stressed, thinking about how we will meet colleagues, who we will socialize with, who we will have lunch with, etc. It would seem that we have already gone through all the stages of the interview and have been accepted for a probationary period, but the main test is still ahead: joining the team.

Perhaps you will be lucky and find yourself in a friendly company, where new colleagues will gather to get to know you, and your boss or just a friendly colleague will be ready to become your assistant: support, answer questions, join you for lunch. But, unfortunately, more often than not, an unfavorable situation arises for comfortable acquaintance and communication, including on the first day. Be prepared that they may simply walk you around the office, introduce you to new colleagues who will have difficulty taking their eyes off the monitor and make you read various statutory documents and leaf through folders with information about the company. After such an acquaintance, all the new faces and names are already confused in your head, you have to eat alone at lunch, and there is no one to turn to for help in your work other than the HR manager or your immediate superior.

In fact, a newcomer, one way or another, attracts attention to himself, they look closely at him and, as a rule, want to get to know him, but they still expect initiative from him. And so many obstacles and fears stand in your way. Where to start the conversation? What if there is an awkward silence? Everyone here has known each other for a long time, and they are not interested in me... Such thoughts swirl in the head of almost every beginner.

Fortunately, there are ways to speed up adaptation to a new team. Here are some practical tips to help you quickly and successfully meet your colleagues.

1. When you are introduced to new colleagues, do not forget to take a notepad and pen with you. Carefully write down the name and position of each new colleague, and then try to re-read and remember this information. Knowing the person's name and having a rough understanding of their job responsibilities will make further continuation of acquaintance more successful. Each of us likes to be addressed by name and remember it the first time. And the specifics of your colleague’s activities are an excellent reason to start a conversation.

2. Take the first step. In the first days of work, the most natural thing is usually the desire to “bury your head” in the monitor and wait for everything to somehow work itself out. Everyone will introduce themselves to you, offer you tea... Let me remind you, this is just an ideal scenario. In fact, despite the fact that it can be scary and shy, it is better to be the first to meet someone from the very first day. Your initiative will not be strange or repulsive to others, because everyone understands that you are new.

3. Have questions ready. But what to talk about? Or suddenly there will be an awkward silence? One of the most proven ways to meet new colleagues is to ask questions about your job responsibilities, the company’s corporate culture, and the specifics of the job. Think over and write down a few questions that interest you for each of those you would like to meet. “Can I wear jeans on Friday? Do employees get together after work? How is it customary to address each other: “you” or “you”? How many people work in the company? and so on. At the right moment, they will appear in your head and will not let the conversation fade away or end in awkward silence.

4. Find common topics and interests in informal communication. Another good reason to start a conversation would be any common interests with a new colleague. It is always easier for us to make contact with someone who, like us, goes hiking, rollerblading, loves films about war... In your search for something in common, for example, a person’s desktop can help you: what photographs, souvenirs, books are on they lie there. Read what is written on the diploma on the wall, take a closer look at the unusual badge. Use them to give a compliment or ask a question. For example, " It’s great that you completed training on public speaking at Oratorika. Was it useful or interesting? I also attended several trainings in this company". Of course, you should only start a conversation about those things that your colleague does not hide, or even, on the contrary, puts on display.

5. “What can I do to help you?” Networking classics (strategies for establishing useful connections) say that when meeting someone, you should first of all think about how you can be useful to this person. This principle can be easily used to overcome embarrassment and figure out where to start a conversation. Just tell us how you will be useful to a new colleague or the company as a whole. For example: “I will conduct research on customer preferences to create new products.” Or: “My task is to answer customer phone calls in a way that relieves your department of unnecessary conversations.” Try to think in advance and hone this phrase, make it understandable and at the same time non-trivial.

The first day of work should not turn into a nightmare, and your acquaintance with new colleagues should not turn into a mere formality. After all, your success in a new workplace often directly depends on how you manage to integrate into the team. And for this you need to start the first conversation. And, as you can see, it's not that difficult.

BEST FOR NEXT is dedicated to developing leadership and communication skills among young people. The project provides development and personal growth training for teenagers and students.

Well, it would seem that all the hardest part is over - the interview has been successfully completed and the coveted position is already in your pocket. It's time to rejoice and be proud of yourself - so smart and successful. However, for some reason my soul is not at peace... However, there is nothing surprising here, because there is another rather difficult stage ahead - to smoothly integrate into the new team.

According to most psychologists, changing jobs is one of the most serious stresses. According to statistics, the complaint: “I’m afraid of the new team and I can’t overcome this fear” is one of the most frequent. During this period, even very sociable and self-confident people may have doubts in their own abilities and fears that the team will not want to accept a new employee. In fact, those “horrors” that your imagination helpfully draws to you will never come true and will remain a “scary fairy tale.” And then, everyone once has to go through this stage when getting a job. And, mind you, everyone survives! Which means you can too. Well, in order for this process to go through with the least losses, you just need to remember a few simple rules and develop your own line of behavior.

Relationships in the team

First, a little theory. Relationships in any team can be divided into three main types. Not only your ability to professionally perform your duties, but also your entire future career depends on which type is present in the company. In order to understand how to adapt to a new team, in the first days you just need to carefully observe the employees and try to determine what type of relationship prevails. And only after that, “armed with knowledge,” adjust your behavior.

1. The most successful and stable companies have a strict hierarchy. Formal relations have been established between employees. In this case, you need to accept everything as it is and try not to discuss your colleagues at your new job and, in particular, management.
2. Relations between employees are friendly and familiar, regardless of position and age. In this case, try to avoid excessive frankness and keep your distance. Don't try to become "your guy" right away on day one. Take a closer look at people.
3. The team does not have a clear personnel policy. Relationships develop spontaneously, conflicts and unresolved problems often occur. It will be difficult for you to realize yourself and you will have to devote too much time to interpersonal relationships, which may be to the detriment of your work. Just try to strictly follow the job description and avoid conflict situations.

Meeting the new team

Well, perhaps, the theory is already enough - it’s time to move on to practice. How can you make meeting a new team painless? How to behave correctly? How to adapt to a new team?

For some reason, very often the old saying “you don’t go to someone else’s monastery with your own rules” is forgotten at the most inopportune moment. But in vain! The new team is that same notorious alien monastery. And its charter will have to be studied. Moreover, the sooner you do this, the easier it will be. Perhaps we won’t even talk about such banal things as being late. It seems that everyone already understands that being late for work - especially in the first days! – absolutely unacceptable. But it’s worth dwelling on the “dress code” in more detail.

Almost every company has its own dress code. In some places he is very strict, in others he is quite free. But, nevertheless, it exists. How do you know what style you should wear on your first day at work? Yes, very simple. A day or two before your departure, don’t be lazy, and drive up to the enterprise by the end of the working day. Take a close look at the employees leaving - most likely, everything will become clear to you. At home, carefully review your wardrobe and determine which items best suit the company's style. Didn't find anything suitable? Well, what can you do? You’ll have to “fork out the cash.” And, believe me, this is not a waste of money - it is an investment in your future career.

And, of course, in order to feel confident and make a good impression, before going to work you should visit a hairdresser - no ponytails or long flowing hair! – get a manicure and pedicure and put your “work” clothes in order. Yes, you should also be very careful when choosing jewelry - both large diamonds and bright jewelry will look equally inappropriate. That seems to be all there is to it. What else needs to be done to make adaptation easy?

Adaptation to a new team

Out of all the candidates for this position, you were chosen. This means that you have the qualities that are necessary for this job and were able to prove this during the interview. Therefore, the very first and natural desire is to “take the bull by the horns” - to immediately begin to prove that they have not made a mistake about you. Unfortunately, this is one of the most common mistakes “newbies” make. There is no need to rush and try to demonstrate to everyone your competence, strong character, “fresh look” and “creative approach” on the first day. Most likely, such zeal will be perceived incorrectly - you will be considered an upstart, a “know-it-all” and a careerist, ready to go over your head. In order to understand how to adapt to a new team, at the first stage it is better to listen more and talk less.

To begin with, remember the names of new colleagues - this always makes a positive impression. If there are a lot of employees, and you don’t rely too much on your memory, write down the information, for example, in a notebook. Just try to do it so that no one notices anything. Otherwise they will think that you have started collecting a dossier! Observe employees for a few days. Pay attention to who is usually addressed with “you” and who with “you”. However, before “poking” someone, it is better to once again clarify with the person what form of treatment he prefers.

Select the one who is most respected. It's not difficult to do this. Just look at who is most often asked questions and whose opinions are referred to in conversation. Try to establish contact with this person - he can provide you with invaluable help. You just need to do it “smartly.” You shouldn’t “get into your soul” or try to be frank and talk about yourself. It is better to seek advice on any issue related to your new job and job responsibilities. And you probably have questions! Don’t be afraid to “fall in the eyes” of your new colleagues - every company has its own subtleties that you simply cannot know if you have just arrived. Ignorance of the nuances can cause serious mistakes. And interest and the desire to “get to the bottom of it” will most likely cause only positive emotions.

Do any of your employees rush to you with “open arms” and actively try to improve relationships and offer help? This should be treated with caution. This style of behavior is typical of outsiders trying to attract supporters to their camp. Of course, it’s tempting to get someone’s support – especially when you lack it so much! – very big. But you are a new person, and you don’t yet know either the relationships that have already developed, or the reasons why they developed this way and not otherwise. Therefore, the risk of making a mistake is very high. However, you shouldn’t push a person away, otherwise he may harbor a grudge.

Under no circumstances should you allow familiarity, do not allow yourself to be drawn into arguments, and beware of demonstrating “sparkling humor” - such a “cocktail” can greatly spoil a budding relationship. But if you are invited to have lunch together, there is no need to refuse! Time spent in an informal setting can help you get closer to people and fit into a new team. True, you should behave very carefully here too. For example, if someone is being discussed in your presence, do not rush to give your assessment of what is happening. It is better to remain “neutrality”. Try to treat everyone calmly and friendly. Smile more often.

“Strength test” in the new team

What other surprises can the new team prepare for you? Perhaps one of the most unpleasant is the “strength test”. Unfortunately, such methods are not uncommon. There is no need to be upset and think that you were disliked from the first day. It is quite possible that this is simply a peculiar company policy. By the way, according to some information, such “business sharks” as Henry Ford, Bill Gates and Rupert Murdoch gave their employees such “entry” checks. What is the essence of the test? The “newbie” is loaded with work, and, almost from the first day, is assigned to perform some complex task. And then they carefully observe how he copes with the proposed situation and how he reacts to criticism. The main thing here is not to make a mistake!

Do not express bewilderment or irritation under any circumstances. Find out thoroughly what kind of result is expected from you. Check deadlines. If necessary, ask additional questions. Begin the task calmly and confidently. If you feel that you are not meeting the allotted time, ask if it is possible to stay longer at work in order to meet the deadlines. Surely such hard work and responsibility will be appreciated. If your work is criticized, do not panic or become depressed. No disaster occurred. Listen carefully and kindly to all comments. Analyze your mistakes and try to correct them as soon as possible and not repeat them in the future.

Even if you yourself have come to a leadership position, the question of how to enter a new team does not become less relevant. It is quite possible that your subordinates will want to test your competence and strength of character. In order for a good and calm working relationship to be established between you and your employees, you should not “tighten the screws” and establish your own rules on the very first working day. First, take a closer look at the existing rules and laws. Draw conclusions. And you can introduce various innovations after you delve into all the details and feel confident.

No matter what position you are applying for, try to come across as calm, friendly and competent. Then getting to know the new team will go smoothly and painlessly. After all, your new colleagues are not enemies, but simply people, still unfamiliar to you, with their own character, way of life and habits. Very little time will pass, and you will probably become not only colleagues, but also friends. And maybe you will even find true, true friends. Besides, a new job is always so interesting! These are new perspectives, new experiences and opportunities. And you will definitely succeed.

Discussion 4

Similar materials

"HR Officer. Personnel Management (Personnel Management)", 2012, N 11

PROBLEMS OF CHANGING MANAGEMENT AND BUILDING RELATIONS WITH THE TEAM

Don't worry about people not knowing you

but worry about not knowing people.

Confucius

The article examines the problems that new managers may face. Recommendations are offered for the successful adaptation of a new leader to a team. Typical errors are analyzed.

A change in leadership is a chance for a company to achieve better performance. At the same time, a change of leadership at various levels is always a stressful situation both for the team and for the new leader himself, fraught with almost inevitable conflicts.

What to prepare for?

Of course, the particularities of the situations that both the manager and the team face in this case, and therefore the specific causes and severity of the conflicts, largely depend on many circumstances preceding and accompanying the change of leadership. At the same time, a number of problems associated with changes in leadership are the same at all levels of management. Will a “newbie” be able to quickly develop a strategy? Will he have the same organizational capabilities as his predecessor? How will he cope with the expected turbulent changes in the market? Will it be able to motivate employees and make them believe in the correctness of the overall strategy? These questions, in one form or another, usually arise with any change in leadership.

We can also identify quite typical situations (and conflicts) that a new leader faces, namely:

Situation 1. Before the arrival of the new leader, “stagnation” reigned in the team. If not everyone, then many were happy with this. The new manager, literate and competent, sharply increased the demands on almost every member of the team, which caused many a negative reaction, hidden and overt resistance to the proposed changes.

Situation 2. The level of development of the team is significantly higher than the level of professional qualities of the newly appointed manager. The newly appointed leader puts forward his “program,” but the team, relying on traditions and attitudes that have developed in the team, does not accept it and proposes its own development program, which does not coincide with the position of the leader. As a result, employee motivation and productivity decrease.

Situation 3. The team has its own professionally competent and authoritative leader. The appointment of a new leader came as a surprise to many. Due to this, the team tries by any means to reject and not accept the new leader, especially since many are not satisfied with his style of work. The situation is dangerous due to the possible “split” of the team, the diversion of the team’s efforts into conflict interaction.

Situation 4. The team received the newly appointed leader well. Most team members highly appreciated his organizational, professional and personal qualities. However, already at the very beginning of his work, the manager encountered one of the team members who also applied for a leadership position. This “failed leader” constantly questions all the manager’s innovations and incites the team against their introduction, contributing to the deterioration of the socio-psychological climate in the team.

Situation 5. A new manager comes and starts bringing his people - reliable, proven ones, whom he knows in their work. In a team, a tense situation of confrontation between two teams may arise. Most often, for representatives of the “old” team, dismissal is a matter of time, and within a year after a change in management, they still leave.

Situation 6. The previous manager leaves for a new place of work and takes his team with him. In this case, not only a “brain drain” often occurs, but also confidential information, ready-made developments, and loss of clients. If a former manager leaves offended, then the opportunity to take away key specialists is a way to take revenge. This is the most dangerous situation for the company: it is obvious that for resigning employees this manager is a leader who means more to them than the company itself with its products, image in the market, and corporate culture.

Factors that determine the success of a new leader

Conservative estimates suggest that about a third of all new hires fail within the first year. For companies where this has happened, such leadership changes are very costly. And for a manager, a failed attempt to occupy a high position can be the beginning of career ruin.

The question arises: why in one case does a change in leadership lead to an improvement in the situation, while in another does the newly appointed leaders fail? John Gaburrow, a Harvard Business School professor of human resource management, has analyzed the transition process at high levels of management and came to some interesting conclusions.

The first conclusion was a confirmation of the classic personnel policy. People who had previously worked in the same industry were luckier than people from outside. They were able to adapt to a new situation much faster and distinguish the important from the secondary. Their approach to problem solving was somewhat one-sided, but their ability to act quickly outweighed this shortcoming.

The second finding debunks the myth of rapid leadership turnover. The process of transferring a position, usually accompanied by structural and personnel changes, often stretches for more than 1 - 2 years. Moreover, this period is characterized by a typical set of actions and observations. Most managers begin making their first major changes within 3 to 6 months. After this comes a phase of intensive observation with the acquisition of deeper organizational knowledge. After approximately 12 to 18 months, the second phase of transformation begins.

The third conclusion: the decisive factor that distinguishes successful managers from less successful ones in new positions is relationships with key figures. Three out of four new managers had poor working relationships with their closest colleagues after 12 months. There were conflicts between them over setting goals, leadership style, and criteria for effective work.

To a large extent, the result is determined by the qualities that successful managers possess (table). Successful leaders recognize the importance of good working relationships with key individuals and develop those relationships. They skillfully get along with predecessors and secret applicants for the position, establish the necessary connections and achieve significantly greater success in implementing plans.

Comparative characteristics of leaders' qualities

Leaders who successfully take office also have a number of other qualities that distinguish them from less successful leaders. They manage to connect many different topics, problems and expectations into a clear and manageable concept. They are able to inspire employees with a vision of the future and motivate them to be especially diligent in their work.

Another quality that distinguishes leaders who successfully enter a new position from those who are less fortunate is their resilience in crisis situations. They do not panic and instill confidence in their employees that their goals will be achieved. Most often, this is due to the fact that they have had to change their leadership position more than once, and they know what this entails.

Knowledge of the industry, establishing positive relationships with key people, developing a relatable perspective, and instilling confidence are some of the factors that separate executives who successfully enter the role from those who do less successfully. These are not innate properties, but qualities acquired through practical experience.

What you should definitely do

1. Actively meet expectations. The most constant thing that accompanies a change in leadership is expectations (“Let’s see if he can improve our image?”, “First of all, we need better material support”; “It would be wonderful if we finally became a coherent team,” etc. .d.). Soberly accepting expectations, including inflated ones, is the main task facing a manager who wants to successfully accept a new position.

The expectations of senior management are often unknown to new managers. Contrary to the requirement for clarity of goals, when such a decisive event as taking a new position, managers prefer to refuse to clarify expectations. If this is discussed, it concerns quantitative indicators, and an increase in turnover, a more favorable difference between projected revenue and variable costs, and a reduction in costs are listed as important expectations. Since new managers often refrain from clarifying expectations to avoid appearing “untrustworthy,” miscommunication becomes pre-programmed. Many managers often don't ask about the simplest things, such as the time frame for achieving success in a new position. The situation becomes even more complicated if managers come from another division or from another enterprise. In this case, they tend to focus on the terms of the contract and their prospects. They often refuse to characterize the situation on which their future success depends, without having a clear idea of ​​what consequences this will have for them.

Take note. What questions should a new leader find answers to?

What are the top three most important goals for senior managers in the first six months?

What has been done over the past two years to achieve these goals?

How do senior managers explain the fact that the intended goals have not yet been achieved?

How different do subordinates' explanations differ from the assessments of superiors?

What expectations do subordinates, clients and suppliers have for the newbie, in the opinion of senior managers?

What, according to senior managers, is more important for success: employee trust, relationships with customers and suppliers?

What personal and job changes have already taken place as part of the leadership change?

Who do senior leaders think will feel left out?

Who has so far been actively involved in overcoming the difficulties of the transition period?

Who has been involved in important decisions so far?

The expectations of subordinates seem at first glance clearer (“Finally, you are here. First of all, you should staff our department”; “What we urgently need are new personal computers”; “You have good contact with the external service group, maybe you can make them interact with us better”, etc.). However, subordinates openly express only part of their expectations. First of all, they clearly formulate the expectations that are associated with solving old problems. Subordinates are more restrained when expressing their personal expectations. Subordinates are also interested in: will the new boss be able to improve the psychological climate in the team, will they have chances for professional development, will the new manager be able to better represent them on the side? These are the issues that concern them, but are not always talked about.

Take note. Unspoken expectations when changing leadership

From senior management:

Do it the way I would do it.

Act as quickly as possible.

Be loyal.

Support me in my position.

From subordinates:

Solve our problems at low cost.

Show that you can’t do everything.

Don't try to force us to change our positions.

Show concern for our development.

From colleagues:

Give us new ideas, but in such a way that our work is still valued.

Respect our achievements.

Do not enter into “alliances” directed against us.

Read our "rules of the game".

The leader’s task is to, along with open expectations, also clarify unspoken ones, understanding that expectations are wishes, ideas, hopes, proposals for solving problems and motivations, but not a program or tasks that must be solved. They are a mixture of emotional wishes and business proposals for solving problems, often contradicting each other.

Typical mistakes when working with expectations:

Treating expectations as tasks that must be completed immediately;

A careless attitude towards the expectations of colleagues who desire respect and recognition;

Ignoring the unspoken expectations of senior management;

Inattention to employee expectations regarding stability and confidence.

2. Develop relationships with key figures. Relationships with shareholders, superiors and subordinates, as well as clients and colleagues are in many cases critical to a successful leadership transition. Since misunderstandings in relationships that play an important role easily lead to failures, which are unlikely to be corrected in the difficult initial stage of taking office. And if the actions of the new manager are also blocked by other disappointed applicants for the position or secret competitors, then the situation will become even more complicated.

It would be a mistake to neglect the secret candidate for the position when changing leadership. Show him that you understand his frustration and thoroughly discuss business opportunities. At the same time, however, you must realize that it is not your fault that he is disappointed. Very often in such situations mistakes are made. Promises are made to disappointed applicants and hopes for future prospects are expressed. Support in such a situation is to meet the disappointed applicant with understanding and ask him a business question: how does he imagine future cooperation? It is his task to survive his disappointment. Your contribution is to offer him a fair choice and thereby “build bridges” in the relationship.

Take note. How to build relationships with frustrated applicants and secret competitors

1. If the applicant for your position is in your new team, try to contact him for advice.

2. Express understanding of his frustrations and discuss the possibility of business cooperation. Important point: you cannot eliminate disappointment.

3. If the applicant is very disappointed, try to “build bridges.”

4. Draw his attention to the nature of the relationship you are proposing: understanding his disappointment and businesslike discussion of constructive cooperation.

A special topic when changing leadership is the relationship with the predecessor. Here, not only the relationship between the new person and the predecessor, but also the employees’ relationship with him plays a role. They will inevitably compare both key figures and create a general mood of secret competition. Almost everything that a new leader does is compared with the actions of his former leader and thereby, to one degree or another, devalued. All the mistakes that have now begun to be discovered are projected onto the “newbie” in order to protect the leader who has been valued for so long.

In this case, the position the predecessor occupied plays a big role. If you go for a promotion, then it is usually easier. If, from the point of view of the employees, the management of the enterprise treated him inappropriately, then the loyalty of the employees towards him is ensured, and the “newcomer” will have to face a difficult situation. One of the options for a relationship with a predecessor who has been promoted is when he becomes a senior manager. Then you will have to deal not only with the difficulties associated with the transfer of his authority, but also with constant comparisons with him by employees.

Take note. Some questions you need to know the answer to to avoid competition with your predecessor

1. How are you different from your predecessor?

2. What difference is important to you?

3. How can you justify this difference other than to say that your predecessor made a mistake?

4. In what area was your predecessor perhaps better than you?

5. Assuming your predecessor was still working in the department, what would he probably disagree with?

3. “Invitations” that are best not accepted. “Either you or I,” or “First you must show us whether you can do this...”, or “After all, you can do it much better than your predecessor,” or “Finally, someone can tell us how we better get organized" are the "invitations" that accompany many leadership changes. They represent more or less openly formulated recommendations to the "newbie", which then, if he accepts them, will lead to serious difficulties. The problem is that the moment you agree with the proposed point of view hidden under the guise of these "invitations", you are meeting the negative expectations of your interlocutor. Thus, such situations easily turn into “vicious circles” leading to the result that was already predicted in advance. Such “vicious circles” do not only arise due to frustrated employees. They also often appear in the relationship between the team and the new leader, and primarily in a situation where the team has worked very successfully (maybe even for a long time) without leadership.

Experienced leaders show patience in such situations. They know that it will take some time for employees to get used to the fact that they are no longer alone and that they will inevitably have to relinquish responsibilities that they have hitherto carried out themselves. They also know that it is only a matter of time until the constant challenges of daily work give them the opportunity to become active.

During the transition period, managers are limited to collecting information, making contacts and solving typical current problems. They ask employees to participate in client visits and meetings. But first, they become familiar with what works well so that the team does not get the impression that they want to destroy effective structures.

The classic savior situation is no less problematic. If the team has long been eagerly awaiting a “newcomer” who will show the talent of a manager, then following this “invitation” would be one of the greatest mistakes that managers can make. While the “newbie” often does not yet know how he can provide support, the team will feel increasingly unable to work effectively. After quite a long period of time, the manager will wonder why he is encountering increasing resistance. The team refuses to admit that it is unilaterally defeated and strives to ensure that the manager’s recommendations also do not work.

4. Formation of a network of relationships. When forming relationships in a team, it is necessary not only to identify key figures, but also to take into account factors such as loyalty, competition and disappointment. It is necessary to have contacts with subordinates who will allow different opinions to be assessed and will provide the necessary support for carrying out activities. This is especially true since most of the projects being implemented today require the support of more than just direct subordinates.

Expert opinion. Anton Kalabin, business coach, founder of the training company “School of Charismatic Leaders”:

When a manager comes to a company from the outside, he, as a rule, makes one of two mistakes: he quickly tries to change the work system without having time to understand its specifics or, conversely, takes a long time to delve into the essence of the matter. In the first case, if he does not explain to his subordinates why the new system is better than the old one, they sabotage his endeavors. In the second, when a person takes too long to figure out what’s what and is afraid to make sudden movements, he himself becomes part of the system and no changes occur. Exit: in the first two days, a newcomer should get to know the company, study current documentation, conduct interviews with subordinates and ask them to briefly write a list of the duties they perform. Dedicate the third day to designing changes, and on the fourth or fifth day begin the “revolution.” Changes must be introduced gradually, otherwise new technologies will not bring the desired effect. In any case, whether the boss came from outside or grew up within the company, he must be a leader and not be afraid to take responsibility. Being a professional leader is a real art that not everyone masters!

Take note. Some Issues Regarding Gaining Power and Influence

1. Who do I need to work with to achieve what I want?

2. What point of view will they take and what will they think about my intentions?

3. Who can interfere with my intention or direct me along the wrong path? Who will be so affected by what I strive for that it can interfere with my intentions?

4. What is the basis of my power and influence? How can I further expand my influence to find support for my decision?

5. What relationships should I establish in order to quickly receive information about events in the enterprise?

Most problems arise due to lack of communication between boss and subordinates. The new manager must explain in detail the significance of the steps he is taking. Every employee must understand why they need to work differently. The manager can talk about his views on the future at a meeting, which needs to be organized as soon as possible. Often a manager comes to an already established team, with its own structure and traditions, connections and relationships. And his style of work may not be accepted. Before breaking the old system, you need to study it, and only then make any decisions.

How to help a new manager

The process of adaptation to a leadership position can be divided into three stages:

1. Listen and tune in. Actively and quickly understand the goals and overall objectives of the unit. Understand what each subordinate does and what he is capable of. Identify “bottlenecks” in the activities of the unit, the elimination of which will provide the greatest increase in labor productivity and quality of work of the team. With the help of the former manager and subordinates, a careful review should be made of what was done or what was supposed to be done to eliminate the identified bottlenecks.

2. Determine immediate goals. Outline projects to eliminate bottlenecks. Select no more than one or two of the proposed projects, based on the following criteria:

Importance and timeliness. The project should be aimed at solving problems that are vital for this department and have been awaiting solution for a long time;

Measurability. If the results of the project are not obvious and measurable, then the performers will not be able to assess whether they managed to achieve anything under your leadership and whether they were worth trying so hard;

Short term. The implementation of the projects you have selected must bring tangible results no later than in 4 - 6 weeks, otherwise the enthusiasm of your subordinates will begin to fade, which means they will begin to work less diligently;

Autonomy. At first, you need to take on only those projects that can be implemented within the powers of the new manager and with the available resources. All projects that require additional approval from above or the allocation of additional resources are best postponed until later;

Persuasiveness. The implementation of selected projects should confirm the new manager’s ability to successfully use progressive methods that have not previously been used in this department, or the ability to significantly increase labor productivity in the department.

3. Organize and complete the work. To achieve the intended goals, it is necessary to carefully plan the work to complete the project. This will also help subordinates assimilate the new manager's style on the fly and prepare for more complex tasks in the future.

When developing the habit of achieving your goals, at first it is advisable to adhere to the following recommendations:

Set clear, extremely specific goals for each employee;

Approve a work plan for each employee, which clearly states what he must do and when;

Constantly monitor the implementation of the project through brief weekly written reports from each performer or at weekly work meetings.

When changing management, the company’s HR service faces two main tasks:

The first is to facilitate the speedy adaptation of the new manager (managers) and gain him (them) trust in the team;

The second is carrying out work to retain the company’s key specialists and assisting them in establishing relationships with the new manager (managers).

N. Saltykova gives an example of a comprehensive program that provided a solution to the problem of changing management in a company and included: measures for the adaptation of a new commercial director; measures to identify motivation, ensure loyalty and retain key employees; events for professional development of employees; corporate events aimed at maintaining corporate spirit.

In accordance with the developed program, on the day the new manager arrived, a general meeting was held in the office, at which he was introduced to the team. Information about him was posted in advance on the internal corporate network - the Intranet and the corporate newspaper: a short biography, information about professional achievements and the most interesting projects carried out under his leadership. All department heads (including branch directors) were invited to a conversation with the new commercial director to discuss the results achieved and plans for further development.

The personnel service developed two types of questionnaires: 1) special anonymous questionnaires, with the help of which they hoped to find out the mood of employees, their fears, attitude towards the new manager and events taking place in the company; 2) questionnaires to identify the motivating factors of each employee, their wishes in terms of further professional and career growth. All received data was processed and used to develop a further strategy: revision of motivation schemes for various groups of employees and remuneration schemes, advanced training programs, internships, staff rotation, creation of a personnel reserve for training for the purpose of further promotion.

The personnel service compiled lists of key employees in whom the company was most interested: heads of departments, the most successful sales managers, the most qualified specialists. Informal leaders were specifically noted - they were the ones who had the greatest influence on the team. Conversations were held with each employee from this list, in which company managers and representatives of the personnel service took part to identify moods, problems, career and professional interests, personal interest in further cooperation, and attitudes to what was happening. As a result of the dialogue, each employee felt the company's interest in him and saw new prospects for himself.

The information obtained as a result of this work was used to draw up a plan for the professional development of key employees: a personnel reserve group was created, a number of employees were nominated for training with a view to further promotion, and a personnel rotation scheme was developed.

Additional trainings were organized for the sales department, a number of employees were given the opportunity to go on internships abroad, and in addition, the company began offering corporate English language courses. All these changes were met very positively: the new opportunities that opened up also reflected the wishes of the employees themselves.

A new remuneration scheme for the commercial department was developed and approved. This increased the interest in achieving higher personal selling results.

The company held a number of corporate events: a banquet on the occasion of the company's founding day, rope training, and a new tradition was established to hold a general meeting to present prizes for achieving the best results.

As a result of thoughtful and coordinated actions of the management and personnel service, the company managed to achieve its objectives: to preserve not only the team, but also clients, and at the same time its position in the market.

Expert opinion. What if a young manager came to a company where his subordinates were much older and more experienced than him?

Inna Mozhaiskaya, General Director of the HR company "Mozhaiskaya and Partners":

Biological age is a relative concept. In this situation, psychological age is much more important, which reflects the level of personal development of a person, his psychological maturity. The main mistake of young, ambitious and immature leaders is to compensate for their youth and lack of social experience with harsh, authoritarian, and sometimes dismissive behavior.

What to do:

Try to evaluate yourself as objectively as possible. Accept that your experience is really small compared to your subordinates, but at the same time see your advantages.

Respect the professional experience of senior subordinates. Consult with them even when you are forced to make a single decision.

Be able to admit your shortcomings and mistakes. Only a strong person can say, “I don’t know that.”

Share responsibility, be a member of a team.

What not to do:

Artificially “change the curtains for your own”: your own concepts and organizational procedures in a mature team must be introduced gradually. If you do this right away, without understanding it, subordinates may decide that the manager is not very smart and hasty, and this does not work for the image of a successful department head.

Show contempt for a predecessor or discuss his work: it is not customary for officers to talk about each other in front of soldiers. Moreover, the previous leader could well have been deservedly loved by his subordinates.

- “Tighten the screws” - from the threshold the new manager is still a guest, it will look impolite. Having entered an open door, you need to delve into it and figure it out. Otherwise, the door of trust will slam shut, alas, forever.

Yulia Luchaeva, development director of the Agency for Strategic Development "ASTRAR":

A new manager, regardless of age, usually faces doubts: disband the old team, gathering a new team, or try to “be friends” with the old one? Both your own career and the task that is entrusted depend on the correctness of your steps. It is clear that not everyone in the department will survive a change in management, but retaining those who are valuable to the company and preserving human capital is the main task for the manager. At a younger age, according to sociologists, managers are more likely to make rash decisions and value constancy and professional authority less. Therefore, it is important to weigh more and trust the professionalism of others, and to rush and do everything yourself less. It is possible to dissolve a department and recruit new employees, but the cost of firing some and hiring and training others is so high that often the company, after such a mass exodus, does not rise to the lost level of professionalism of its employees.

What to do:

Look for points of contact between your vision of the department’s work and the ideas of the old guard about it.

Demonstrate your respect for the professional authority of employees recognized in the team: consult, be attentive, strive for an impartial assessment of the actions and work of your subordinates.

Strive for sincerity in relationships with subordinates: strained smiles hurt more than open dissatisfaction with something.

Be interested in the lives of people with whom you now have to move mountains. That’s right - you can move mountains with people, with the employees of the department - just by stretching the plan.

What not to do:

Do not take the position of a “child”, offended in advance by all those who are better than him in some way.

Do not compete with subordinates, but manage.

Don’t look for excuses for yourself, don’t hide behind a “bad team” if something doesn’t work out.

Prepare your team in advance for the arrival of a new leader.

Personally recommend the new manager to employees (even before the new employee starts work, inform the team about his achievements, previous work experience and tasks in the new place; on the first day of work, introduce the new employee to the team, show that you are interested in the team accepting him).

Tell the new employee that during the probationary period he should not hesitate to contact you on any issue, since this is the most difficult period for both him and the entire team.

Don’t set difficult-to-achieve goals for a newbie.

Prepare your team for the changes that will begin with the arrival of a new leader.

Bibliography

1. What to Do When There Is a New Manager & Conflict Arises [Electronic resource]. URL: ehow. com.

2. Fischer P. Newcomer in the chef’s chair. M: Interexpert, 2001.

3. Shibalin Yu. A. First confident steps in a new position. [Electronic resource]. URL: elitarium. ru.

4. Salnikova N. Change of leadership. How to retain key employees // Personnel management. 2008. N N 1 - 2.

5. Barmakova N. How to manage conflicts between old and new employees // General Director. 2008. N 9.

6. Konovalova V. G. Overcoming staff resistance // Personnel Officer. Personnel management. 2009. N 3.

7. Susan M. Heathfield. Leadership Rewards and Recognition. [Electronic resource]. URL: humanresources. about. com/od/leadership/a/leader_reward. htm.

8. Example Leadership Skills List: 10 Great Leader Qualities. [Electronic resource]. URL: what-are-good-leadership-skills. com/example-leadership-skills. html.

9. clerk ru, mainjob. ru, km-magazine. ru, delovoymir. biz/ru.

V. Konovalova

deputy head of the department

personnel management

State University

management,

laureate of the Russian Government Prize

in the field of education

Signed for seal

• Corporate culture

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